Professional Documents
Culture Documents
About Negotiation
Principles of Negotiation
Separate the people from the problem
Helps avoid the endless cycle of actions and reactions Put yourself if the other persons shoes
About Negotiation
Common Methods of Negotiating
Negotiation Process
Pre-negotiation planning Actual negotiations or agreement Post-negotiation critique
Soft Negotiation
Negotiators are friendly, with a special emphasis on avoiding personal conflict, sensitive to personal feelings
Hard Negotiation
Negotiators consider a situation a contest in which both parties take strong positions and are seen as adversaries
Principle Negotiation
emphasizes resolving the issues based on merits rather than through a haggling process focused on what each side says it will and wont do
Page 147
About Negotiation
Impact of Culture on Negotiating
Material Culture Language
The physical objects or technologies created by people
A mirror of any culture, primary medium of communication Refers to art, music, dance, literary traditions and other related customs and artifacts Transmission of knowledge
Aesthetics
Education
Religion is mainspring of a culture, beliefs and attitudes effect daily life such as dress, eating habits, etc The organization of negotiators into groups and the they structure their activities to accomplish goals Important when governments are involved in joint ventures
About Negotiation
Impact of Culture on Negotiating
The Pre-Negotiation Planning Phase
PMs develop a plan or an approach to the negotiations
Negotiation Strategies
Types of Negotiations
Distributive Negotiations (win-lose)
Integrative Negotiations (win-win) Lose-Lose Negotiations Attitudinal Structuring
Occurs during intense conflicts over economic issues such as negotiating cost overruns or schedule delays Used when both parties show flexibility and trust and are strongly motivated to solve problems and explore new ideas Both parties take an extreme position and consequently no satisfactory agreement can be reached
Intra-organizational Negotiations
Page 155
Process by which the parties seek to establish desired attitudes and relationships
Negotiations are carried out be representative of each group by obtaining the agreements of their respective groups
Negotiation Strategies
Basic Negotiation Model
Unilateral Negotiation Strategies
Trusting Collaboration use when both relationships and substantive outcomes are important Open Subordination negotiators are more concerned about positive relationships than about substantive outcomes Firm Competition used when substantive outcomes are important and relationships are not Active Avoidance used when neither the substantive outcomes nor the relationships are important to them or to their organization
Page 155
Negotiation Strategies
Basic Negotiation Model
Interactive Negotiation Strategies
Principled collaboration both parties discuss openly Focused subordination open subordination can be modified by discovering and then agreeing to those key needs that are of interest to the other party Soft competition PM should soften strategy to avoid destroying relationships with people he/she may need later Passive avoidance avoid negotiation by delegating someone else to explore outcomes Responsive avoidance avoid negotiations by applying standard operating procedures or by developing new policies that address the other partys concerns
Page 124
Negotiation Strategies
Basic Negotiation Model
Combining Unilateral & Interactive Strategies
Core Outcome conditions
One party values the relationship but the other party does not One party does not value the relationship but the other party does Both parties value the relationship, but one party does not values substantive outcomes
Each group meets separately and prepares two lists The two groups come together and share their perceptions The groups separately look deeper into the issues The groups meet together to share their new insights
Page 160
Negotiators are people first Negotiators interest both in the substance and relationship
Page 161
Prescription
Insist on using object criteria Develop objective criteria Negotiate with objective criteria
Page 168