Слайд 2Introduction
Education
MSc: Economics and Social Sciences
PhD: Management and Business Administration
Professional experience
Middle Manager in International
Company
Internal consultant and trainer
Executive coach
For profit and not-for profit organistation
Private
Strong charity involvement
Mother of 3 (2007, 2009, 2011)
Слайд 3Topics of the Course
Negotiations Overview
Negotiation Skills
Communication
Слайд 4Evaluation and Grading
Work during the class
Task
Final work
Слайд 5Negotiation Overview
Definition
Negotiation is a dialogue between two or more people or parties intended to reach
a beneficial outcome.
www.wikipedia.com
Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute.
www.skillsyouneed.com
Слайд 6Negotiation Overview
Definition
Negotiations is a bargaining (give and take) process between two or more parties (each with
its own aims, needs, and viewpoints) seeking to discover a common ground and reach an agreement to settle a matter of mutual concern or resolve a conflict.
www.businessdictionary.com
Слайд 7Negotiation Overview
Strategy
Process
Tools
Tactics
Слайд 8Communication Overview
Definition
Communicare (latin): share, divide, receive
„meaningful exchange of information between two or more
participant”
Activity, skill and art
Слайд 9Communication Overview
Communication is much more of an art than a science.
Слайд 11Communication Overview
Noise: can disrupt or distort communication
Context
Intrapersonal
Interpersonal
Group
Organisational
Mass
Intercultural
Gender
Computer mediated
Слайд 14Verbal Communication
Oral Communication
Speaking
Слайд 15Verbal Communication
Oral Communication
Speaking
Face-to-Face
Video conference
Phone
Слайд 16Verbal Communication
Meeting
Place
Time
Accompanying documents
Слайд 18Verbal Communication
Oral Communication
Listening
Слайд 19Verbal Communication
Advantages
Disadvantages
Expected business impact
LISTENING
Not listening
Pretend listening
Partially listening
Focused listening
Interpretive listening
Interactive listening
Engaged listening
Слайд 20Verbal Communication
Written Communication
Слайд 21Verbal Communication
WRITTEN COMMUNICATION
Invitation
Agenda
Hand-outs
Minutes
To Do List
Function
Content
Timing
Слайд 22Verbal Communication
WRITTEN COMMUNICATION
E-mail
Chat
Social media
Слайд 23Verbal Communication
WRITTEN COMMUNICATION
Official letters
Offer
Contract
Release
Слайд 26Non-verbal Communication
Facial Expressions
Facial expressions are among the most universal forms of body language.
The expressions used to convey
fear,
anger,
sadness, and
happiness
are similar throughout the world.
Слайд 27Non-verbal Communication
How to read faces?
Eyes
Lips
Nose
Eyebrows
Слайд 30Non-verbal Communication
Gestures
Stiff hands discourage
Stay in the box!!!
“Jazz” hands
=
lack of
control
Слайд 33Non-verbal Communication
Gestures
Gestures can be some of the most direct and obvious signals.
Some gestures may be cultural!
Слайд 46Non-verbal Communication
Body Posture
The term posture refers to how we hold our bodies as
well as overall physical form of an individual.
Standing
Sitting
Walking
Слайд 52Non-verbal Communication
Proxemics
Highly cultural!
Слайд 54Non-verbal Communication
Touch
Touch is not a widely used form of communication in western society.
Touch is usually reserved for most intimate relationships and for communication between close friends.
If used it usually expresses positive relationship. In situations when used for guiding can be authoritative!
BUT: handshake!
Слайд 56Non-verbal Communication
Silence
By using silence at strategic times, you can sometimes get your decoder
to reveal certain feelings and attitudes that may be hindering effective communication.
Silence can be an effective technique to encourage feedback.
Silence can give weight to your words.
Silence can trigger help.
Слайд 57Non-verbal Communication
Tricks and tips
Stand straight at all times
Release tense, tiredness
Maintain eye contact
Triangle method
Purposeful
gestures
Centered positioning
Handshake!
Слайд 66Negotiation Overview
Strategy
Process
Tools
Tactics
Слайд 68Negotiation Overview
Dual Concerns Model
Слайд 69Negotiation Overview
Situation
Buying a car
Strategic supplier
Job offer
Traffic situation
Relationship/Marriage
Слайд 70Negotiation Overview
Understanding the goal
Direct effects
Wishes vs. goals
Linked goals
Boundaries
Concrete, specific, measurable
Intangible goals
Procedural goals
Слайд 72Negotiation Overview
BATNA – Best Alternative to a Negotiated Agreement
Слайд 73Negotiation Overview
Find the BATNA!
Negotiating driver fare: University – Red Square
Buying phone: iPhone 7
Слайд 74Negotiation Overview
Reservation Price
Reservation Price
Bargaining Zone
Слайд 76Negotiation Overview
Observers:
What went well
What could be improved?
Situations:
Buying a jacket
Renting an apartment
Selling old bicycle
Selling
fruits
Слайд 80Negotiation Overview
“I can not go beyond this point in this issue!”
Distributive
“Can you explain
why this issue is so important to you?”
Integrative
Слайд 82Negotiation Overview
Leather jacket
Flat rental
Bicycle
Melons
Слайд 85Negotiation Overview
Strategy
Process
Tools
Tactics
Слайд 112Negotiation Overview
Strategy
Process
Tools
Tactics
Слайд 113Negotiation Tools, Tactics
Ask for more than you expect to get!
1. You might just
get it.
2. It makes it easier to get what you really want.
3. It raises the perceived value of what you’re offering.
4. It prevents deadlocks with an egotistical person who wants to “win”.
Слайд 114Negotiation Tools, Tactics
Never talk about price before you have built an emotional connection
with the other side.
Project to the other side that you are prepared to walk away.
Fall in love with three, not just one.
Слайд 115Negotiation Tools, Tactics
The Monkey on your Back
I can only afford 10,000 EUR. The
budget will not stretch any further…
What to do?
Find out if the budget is real without getting embarrassed!
Слайд 116Negotiation Tools, Tactics
The Use of Higher Authority
I need to have this agreed by
my Board of Directors.
(1) the negotiator really does lack authority and will have to bring the proposed agreement back to the individual or group with the final authority,
(2) the negotiator states that their authority is limited when in fact they could conclude the proposed agreement, or
(3) the negotiator technically lacks the authority but knows that in all probability the "higher authority" will approve their recommendations.
What to do?
If you can't make the decision, let me talk to the person who can.
Слайд 117Negotiation Tools, Tactics
Nibbling
Just one more thing…
What to do?
Give in if it does not
hurt.
Insist on revising the terms of agreement.
Make them look cheap.
Слайд 118Negotiation Tools, Tactics
Good Guy / Bad Guy
Hurt and rescue principle
What to do?
Fight fire
with fire
Expose the technique
Слайд 119Negotiation Tools, Tactics
The use of Silence
-
What to do?
Ask open ended question
Слайд 120Negotiation Tools, Tactics
The Vice
You will have to do better than that!
What to do?
Ask
to be more specific:
“Where in particular do we need to be better?”
“Exactly how much better than that do I have to do?”
Слайд 121Negotiation Tools, Tactics
Take It or Leave It
This is our best and final offer.
Take it or leave it!
What to do?
Use a big question:
“What will happen if we do not get this dispute resolved?”
Call you bluff
“Okay then, you might as well leave now.”
Ignore and continue negotiating
Слайд 122Negotiation Tools, Tactics
High Ball / Low Ball
What to do?
Low Ball:
Walk away
Repeat your original
offer
Withdraw your offer and start with a higher new one
High Ball
Know the market!
Know your BATNA (or bluff it)
Ask for price break down
Слайд 124Negotiation Tools, Tactics
The Use of Higher Authority
The Monkey on your Back
Take It or
Leave It
The Vice
Nibbling
High Ball / Low Ball
Слайд 125Negotiation Tools, Tactics
The Russian Front
Presented with 2 options, A and B, one worse
than the other.
What to do?
Remember two wrongs don’t make it right
Attach your own considerations
Слайд 127Negotiation Tools, Tactics
Life of Brian
Willingness to negotiate
Слайд 128Negotiation Tools, Tactics
Fifth Element
Preparation – understanding our negotiation partner
Слайд 129Negotiation Tools, Tactics
Up in the air
Preparation – understanding our negotiation partner
Слайд 130Negotiation Tools, Tactics
Just go with it
Negotiation process
Слайд 131Negotiation Tools, Tactics
Wedding Crashers
Emotional engagement
Слайд 132Negotiation Tools, Tactics
Erin Bronkovich
Preparation
Using tactics
Слайд 133Negotiation Tools, Tactics
Jobs
Preparation
Building emotional connection
Negotiation
Слайд 134Negotiation Tools, Tactics
American Hustle
Слайд 135Negotiation Tools, Tactics
Night Crawler
Слайд 136Multi-Negotiation
Cross-cultural negotiation
Multi-party
Multi-issue
Multi-strategy
Team negotiation
Слайд 137Multi-Negotiation
Cross-cultural negotiation
Language
Nonverbal behaviours
Values
Thinking and decision-making processes
Слайд 138Multi-Negotiation
Language
Comprehension
Misuse of language
Translators
Слайд 139Multi-Negotiation
Language
No
CHN 1,5 SPN 23,2 BRZ 41,9
You
RUSS 23,6 USA 55,1 BRZ 90,4
Слайд 141Multi-Negotiation
Goal
“Contract” as goal
Spain: 74%
India: 33%
Слайд 142Multi-Negotiation
Attitude
Win-win
Japan: 100%
Spain: 33%
Слайд 143Multi-Negotiation
Personal Style (perceived meaning)
Formality vs. Informality
Respect
Coldness
Слайд 144Multi-Negotiation
Direct – Indirect communication
Saying “NO”
Rude to argue
Interruptions USA 5,1 BRZ 14,3 ISRL 30,1
Слайд 145Multi-Negotiation
Timing
Punctuality
Pacing
Time is money
Слайд 146Multi-Negotiation
Emotion
Display of emotions
Latino vs. Nordic
Слайд 147Multi-Negotiation
Agreements
General vs. Specific
USA: very specific to cover all possible aspects
China: agreement of general
principles
Слайд 148Multi-Negotiation
Top-down or Bottom-up?
General vs. Specific
USA: specifics to form basis for general
France: basic principals
guide details
Слайд 149Multi-Negotiation
One leader vs. Consensus
One leader
Fast
Full authority
Group
May anticipate problems before they occur
Слайд 150Multi-Negotiation
Risk taking
Poorer countries take more risk
Individualistic cultures take more risk
Слайд 151Multi-Negotiation
Understand cultures – especially yours!
Gather intelligence and use it!
Do not just adjust to
cultural differences, exploit them!
Слайд 152Multi-Negotiation
Cross-cultural negotiation
Multi-party
Multi-issue
Multi-strategy
Team negotiation
Слайд 153Multi-Negotiation
Cross-cultural negotiation
Multi-party
Multi-issue
Multi-strategy
Team negotiation
Слайд 154Multi-Negotiation
Pecking order
Information puzzle
Variety of agendas
Chaotic Order vs. Ordered Chaos
Слайд 155Multi-Negotiation
Pecking Order
Status
Authority levels
Danger: power struggle!
Слайд 156Multi-Negotiation
Information Puzzle
Facts and figures
Projections
Expert opinions
Extraneous analysis
Слайд 157Multi-Negotiation
Variety of Agendas
Individual viewpoints
Individual issues
Individual objectives
Key: maintaining unified direction!
Слайд 158Multi-Negotiation
Chaotic Order vs. Ordered Chaos
Taking turns
Dominant person to lead
…
Слайд 159Multi-Negotiation
Primary Considerations
Non-Agreement Consequences
Costs and consequences of non-negotiation
Decision Making
Unanimous Consensus
Majority Rule
…
First Agreement Objectives
Слайд 160Multi-Negotiation
Managing the Process
Appoint a Chairperson
Neutral facilitator
Filling in the Information Frame
Big picture
Слайд 161Multi-Negotiation
Attention!!!
Intolerance
Emotions in Check - ventilation
Preparation
Слайд 162Multi-Negotiation
Positive Discussion Strategies
Delphi Technique
Brainstorming
Nominal Group Technique
Agenda
Слайд 164Multi-Negotiation
Cross-cultural negotiation
Multi-party
Multi-issue
Multi-strategy
Team negotiation
Слайд 165Multi-Negotiation
Multi-issue
Time constraints
Information state
Number of items
Interdependencies of the items
Слайд 166Multi-Negotiation
Multi-issue
Package deal
Simultaneous negotiation
Sequential negotiation
Слайд 167Multi-Negotiation
Package Deal
A package deal is a deal that provides a range of benefits, services,
or concessions, all of which need to be accepted or rejected in one go.
Слайд 168Multi-Negotiation
Package Deal
Examples
Advantages
Disadvantages
Слайд 169Multi-Negotiation
Package Deal
Crete package deals to help Santa downsize his workload!!!
Слайд 170Multi-Negotiation
Simultaneous Negotiation
MESO - Multiple Equivalent Simultaneous Offers
Identify and prioritize issues
Identify different likely outcomes
for each issue
Create equivalent offers (at least three)
Слайд 171Multi-Negotiation
MESO
Salary $ 40,000 – $ 65,000
Vacation 2 – 4 weeks
Travel 5 – 30%
Create equivalent offers (at
least three)!
Слайд 172Multi-Negotiation
Sequential Negotiation
High importance on the order – negotiation agenda!!!
Subjective emotions -> spill-over effect!
Слайд 173Multi-Negotiation
Cross-cultural negotiation
Multi-party
Multi-issue
Multi-strategy
Team negotiation
Слайд 174Multi-Negotiation
Team Negotiation
can create new opportunities for integrative solutions
stimulate more discussion and more information
sharing
feel more powerful and more advantaged
Must agree on key issues!!!
Слайд 175Multi-Negotiation
Roles
Leader
Critic
Relater
Expert
Recorder
Builder
Observer