Wk 5 to 7 Negotiation Strategies PDF

Wk 5 to 7 Emotions -\> when noticed, pause don't react until emotions are stabilised. Acknowledge the situation isn't as bad as it appears, focus on the overall objective. Emotions of other parties, notice agitation and clenched jaws, when this happens, give them space, acknowledge their points an...

Wk 5 to 7 Emotions -\> when noticed, pause don't react until emotions are stabilised. Acknowledge the situation isn't as bad as it appears, focus on the overall objective. Emotions of other parties, notice agitation and clenched jaws, when this happens, give them space, acknowledge their points and summarise, be considerate and empathetic Developing trust -\>maintain integrity and predictability, talk about the process and build the other party's confidence Drip-feeding information drawing upon GRIT (gradual information exchange): 1. Be friendly, provide limited information. 2. Be firm, until the other party reciprocates. 3. If needed, talk about deadlock, the need for openness. 4. Be facilitating What to avoid in negotiations? Talking about big pictures, saying what you want not why, repeat emphasis, interrupting constantly, imposing false information What to do in negotiations? Grasp the big picture through broad discussions about the process, gleaning information by being specific when information is exchanged. Being a good listener and speaker. Being strategic -- moves a negotiator can make 1. Contend 2. Concede 3. Clear compromise 4. Creative compromise 5. Walkaway Two-way negotiators: principal \ agent \ agent \ principal Negotiating on the behalf of others is competitive If agent is to touch it will lead to deadlock. If agent is too flexible in searching a solution leads to a rejection of agreements by principal therefore damaging the agent's reputation Manage separation in negotiation - Outset: set an approach of your dealings with principal in a negotiation - Ensure principal has though through their BATNA - Only have principal present if confident they will maintain self-control A strategy for a negotiating agent is to shape, essentially lower expectations of their principal from the outset To manage the relationship between principal (individual or group) and its agent or representative, the negotiators should have no authority to settle on the issue To help negotiating, agent needs fully shared information to be sure about what to or not to agree on and listen to advice Collective negotiators, negotiation between employers and a group of employees aimed at agreements to regulate benefits and other working aspects Management: union negotiation going through the same phase of differentiation, exploration, and exchange In a political situation, negotiations bear similarities with management-union in that negotiating politicians are answerable to constituencies who have a vote. Constituency in this case might be with the members of legislature who will have to vote on any proposed policy or public voting as a whole, who might exercise their choice in the referendum or next voting election Negotiating in public could change the companies share price affecting the negotiation. The larger the audience the more difficult it is for either party to back down from public statements The effect of constituency and collectivity -- in a constituency negotiation, the fundamental dynamics (issue strategies and process tasks) remain the same, through exploration phase may be constrained therefore competitive Build bridges -\> in industrial relations context = parties should negotiate formally on front stage while talking informally backstage Being an effective representative, is taking time to fully understand what your constituents want to achieve. Fully understand their BATNA and summarise negotiation intentions on paper. Negotiation process starts from the preparation phase. Representative needs to draw all information from the constituency group through open discussion. Constituency negotiation (helpful behaviour) is open discussion, making provisions for regular consultation, and allowing time and flexibility