watpac negotiations

Advanced Influencing and Negotiation Skills

@pauschmann geraldpauschman

n pauschmanageme

nt pauschmanagement1

What are our ground rules?

BreaksBreaksCommunicationCommunicationFeedbackFeedbackMobilesMobiles

Sometimes you just have to know

yourself…and know who you are dealing

with

Why Negotiate?

To Satisfy To Satisfy NeedsNeeds

Remember

No matter how big No matter how big and bad you are, and bad you are,

when a two year old when a two year old hands you a toy hands you a toy

phone…you answer itphone…you answer it

Just Sometimes…Just Sometimes…

We need to see things from the other parties perspective and to

walk away as SATISFIED as

possible

Golden Rule # 1

don’t bargain over don’t bargain over positions……positions……

focus on interestsfocus on interests

Consider this

1.1. Are you fully aware of the situationAre you fully aware of the situation2.2. What does this negotiation mean to usWhat does this negotiation mean to us3.3. Do you need to make an agreementDo you need to make an agreement4.4. How far will you push itHow far will you push it

Mindsets

Negotiation is just a conversationNegotiation is just a conversationYour agreement should be durable (not Your agreement should be durable (not

end up in a legal battle)end up in a legal battle)Recognise you are accountableRecognise you are accountableWatch your languageWatch your languageNever use HIGH VELOCITY wordsNever use HIGH VELOCITY wordsBe likeableBe likeable

Impasse

OCCUR BECAUSE:OCCUR BECAUSE:1.1. Options not Options not

exploredexplored2.2. Parties Parties

inexperiencedinexperienced3.3. There is a focus on There is a focus on

positions & not positions & not interestsinterests

4.4. Rapport has not Rapport has not been establishedbeen established

BROKEN BY:BROKEN BY:1.1. Identifying multiple Identifying multiple

issuesissues2.2. Moving from Moving from

unresolved issues to unresolved issues to issues that can be issues that can be resolvedresolved

3.3. Building rapportBuilding rapport4.4. Understanding what Understanding what

the other side wants the other side wants and whyand why

What to do once you reach an impasse

Don’t think that you can pressure the other side to agree by issuing threats They will

just harden their position Do not make proposals that you are

forced to back off from because you cannot deliver the other parties who need to agree to them. 

High stakes negotiations can be ruinous When you have reached a stalemate and things have gotten

heated, take a break. Defuse the emotions. Let everyone cool down.

When you come back, set aside the issue causing the impasse. Talk about other things. Focus on items where you have mutual interests and agreement can be more readily reached. Keeping everyone talking and moving the negotiations in a positive direction builds momentum. As progress is made on other issues, the parties become invested in finding a way to resolve issues that previously seemed unresolvable.

Allow the other side to change their position without looking like they are giving in. People hate to admit they were wrong. Introducing new information, allowing them to blame someone else, changing approaches or changing your position to incorporate aspects of their proposal can allow the other side to gracefully modify their position.

5 key strategies

(1) understand the big picture, (2) uncover hidden agendas and

collaborate with the other side, (3) get genuine buy-in, (4) build relationships that are based on

trust rather than fear, and (5) pay attention to process as well as

desired outcomes.

Golden Rule # 2

Never give a concession Never give a concession without getting without getting something something in returnin return

Getting a YES

1. Is that Important to you?

2. Would that be of Value to your clients?

3. Would this Benefit your Organisation?

RememberRemember

1. Focus on the customer2. Earn the right to advance3. Influence by Involvement4. We negotiate to SATISFY NEEDS5. Hard on the Issue / Soft on the person6. Know your ASP and BATNAS7. What you have to trade (Bargaining

Power)

Emphasise

1. Repeat the Goals you share2. State your position clearly

and repeatedly3. Clarify position – Repeat what

they said (you may need a scribe)

INVOLVEMENT

PO

WE

R

1

2

3

+

321 +

Accommodation

Domination

Negotiation

Procrastination

Collaboration

The I.C.O.N. negotiation model

N.A.A.(Away fromThe table)

Interests(Subjective)

Options(On the table)

Criteria(Objective)

N.A.A.(Away fromThe table)

Interests(Subjective)

Options(On the table)

Criteria(Objective)

INTERESTINTEREST

1. Uncover the other persons concerns, drivers, incentives, underlying needs and motivations

2. Share with them YOUR interests so that they can be satisfied.

Interest is what you NEED.... A Position is what you WANT

N.A.A.(Away fromThe table)

Interests(Subjective)

Options(On the table)

Criteria(Objective)

OPTIONS

1. Are possible SOLUTIONS to satisfy INTERESTS.

2. They are possibilities that parties agree to, or say ‘yes’ to

3. Generates more creative solutions

4. Creative OPTIONS expands the pie

5. Creates the BPA

N.A.A.(Away fromThe table)

Interests(Subjective)

Options(On the table)

Criteria(Objective)

CRITERIACRITERIA

1. Ensures that NO party feels ‘taken’ or ‘Ripped off’ by the deal

2. It protects negotiators against manipulation

3. Has good principles and acceptable standards

Criterias are principles that help measure fairness of a negotiated deal

N.A.A.(Away fromThe table)

Interests(Subjective)

Options(On the table)

Criteria(Objective)

NO-AGREEMENTNO-AGREEMENT ALTERNATIVES ALTERNATIVES

1. Are possibilities if no agreement is reached

2. It’s your B.A.T.N.A.

3. Helps you clearly define how far you are willing to go (Your bottom line)

4. Gives you a backup plan

No party should agree to something that is worsethan their B.A.T.N.A.

PREPARING YOUR B.A.T.N.A.PREPARING YOUR B.A.T.N.A.

1. Re-examine your interests

2. Select your B.A.T.N.A.

3. Improve your B.A.T.N.A.

4. Estimate the other sides B.A.T.N.A.