Transcript Negotiation & Effective Communication in Business

Negotiation & Effective
Communication in Business
PRESENTED BY
GERALDINE JANUARY
Why we negotiate
 The reason you negotiate is to produce something
better than the results you can obtain without
negotiating. What are those results? What is that
alternative? What is your BATNA -- your Best
Alternative To a Negotiated Agreement? That is the
standard against which any proposed agreement
should be measured." -- Roger Fisher and William
Ury
Effective Communication
 Accurate, complete shared meaning
 What the sender means is what the receiver understands
 Supportive
 The relationship is enhanced through communication
 Achieves the sender’s objectives
 Interests are successfully communicated
Obstacles to Effective Communication
 Frames of Reference
 People think about things differently
 Semantics
 Words mean different things to different people
 Value Judgments
 People have different values towards things said
The more annoying… Obstacles to Effective
Communication
 Selective Listening
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Tendency to hear what you want to hear, or expect to hear
 Filtering
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Withholding certain information
 Distrust
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Doubt the person’s honesty or reliability
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Make people comfortable – make it a win-win situation
 Defensiveness
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Very anxious to challenge or avoid criticism
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If you challenge criticism, the receiver will go back to selective
listening
Generating Support vs. Defensiveness
Supportive
Defense Provoking
Problem Oriented
Person Oriented
Congruent
Incongruent
Descriptive
Evaluative
Validating
Invalidating
Conjunctive
Disjunctive
Specific
Global
Owned
Disowned
Listening
Talking
Supportive Communication Principles
 Problem-oriented
 Change the problem and issues, not the person and their
characteristics
 Congruent
 Verbal statements match your thoughts and feelings
 Descriptive
 What occurred without judging the person
 Validating
 Communicate respect, flexibility, collaboration and areas of
agreement
Supportive Communication Principles
 Conjunctive
 Statements relating to what was previously said to facilitate
interaction
 Specific
 Specific events of behaviors
 Owned
 Use “I” words, take responsibility for your statements
 Listening
 Use probing and reflecting responses to encourage 2-way
communication
Managerial Communications
 Coaching
 Giving advice, direction or information to improve
performance
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“I can help you do something better”
 Counseling
 Helping someone understand and resolve a problem
him/herself by displaying understanding

“I can help you recognize that a problem exists”
Response Types
 Directive
 Useful when coaching
 Non-directive
 Useful when counseling
 Closed
 Useful at later stages
 Open
 Useful at earlier stages
Distinction between Mood & Emotion
 Specificity
 Intensity
 Duration
Negotiations in Business
PRESENTED BY
GERALDINE JANUARY
Conflict Management Styles Considerations
 Considerations Affecting Negotiation Strategy
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Importance of Issues
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Importance of Relationship
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Relative Power
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Time Urgency
Negotiation Strategies
 Compromise
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Generally inappropriate as an initial strategy
Requires giving up part of what is wanted
 Win-Lose (Forcing)
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Issue is important
Relationship is unimportant
Relative power is high
Time urgency is high
 Accommodation
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Issue is unimportant
Relationship is important
Relative power is low
Negotiation Strategies
 Avoiding
 Issue is unimportant
 Relationship is unimportant
 Relative power is low to high
 Time urgency is low to high
 Win-Win (Collaborating)
 Issue is important
 Relationship is important
 Relative power anywhere from low to high
 Time urgency is low to moderate, not high
When to Use Conflict Management Techniques
 Avoiding
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Small issue, limited time/resources
 Accommodating
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Keeping harmony, using small favor to get larger one
 Forcing
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Emergencies, when only one right way exists, prevent others from
taking advantage
 Compromising
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Late in conflict, when partial win is better than none for both parties
 Collaborating
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For important issues when time is not a problem, where
organizational support exists, when
win-win solution is possible
Likely Outcomes for Conflict Approaches
 Forcing (Competing)
 You feel vindicated, but the other party feels defeated
 Avoiding
 Problems don’t get resolved
 Compromising
 Participants seek convenient, not effective, solutions
 Accommodating
 Other person can take advantage of you
 Collaborating
 Problem likely to be resolved
How to Negotiate Using a Win-Win Strategy
 Take a Problem Solving Perspective
 Not - “How do I get what I want?” or “What do I have to give
up to reach an agreement?”
 Separate the Problem from the Person
 Determine Interests - Yours and Others
 Develop Alternatives
Separate the Problem from the Person
 Address relationships issues before substantive
issues
 Understand and manage Perceptions, Emotions and
Communications
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PERCEPTIONS: “Walk in his shoes”
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Determine how the other sees things
EMOTIONS: Recognize yours and others
Don’t make or react to emotional outbursts
 Allow time to cool off
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COMMUNICATION: Listen and reflect back
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“If I understand correctly, you’re saying…”
Focus on Interests - Not Positions
 POSITIONS
 One way to achieve your interests
 INTERESTS
 Underlying objectives
 Identifying Interests
Ask: Why do you want what you’re asking for?
 Ask: What is it about what I’m seeking are you having difficulty
with?
 Ask: What is it you are really looking to achieve? (Not “what do
you want?”)
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Focus on Interests - Not Positions
 Clarify Your Interests
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Be specific, clear and convincing
Have the other person feel they would want the same thing if they
were in your situation
 Clarify Your Understanding of Their Interests
 Obtain Agreement on Interests, Issues, Problems
 Develop Options to Meet Interests of Both
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Brainstorm alternatives
Separate idea generation from idea evaluation
How would experts from different areas see it
Examine areas where you agree and disagree
Make it easy for other to accept an alternative that meets both your
needs
Is Conflict
Good
or
Bad?
Dysfunctions of Conflict
 Competitive, win-lose goals
 Misperception and bias
 Emotionality
 Decreased communication
 Blurred issues
 Rigid commitments
 Magnified differences, minimized similarities
 Escalation of conflict
Negotiation Planning Guide
Issues to be negotiated
Your strengths and weaknesses
Principal interests
Other party’s strengths and weaknesses
Relationship between parties
Objections and responses
Other party’s interests
Responses to win-lose negotiating
How to initiate
Alternative ways to achieve
objectives
Preferred and minimally acceptable
outcomes
BATNA (Best Alternative to a
Negotiated Agreement)