Steps to Effectiveness

1
Steps to Effectiveness

• Determine your style
• Assess the situation
• Willingness to prepare
• High expectations
• Patience to listen
• Commitment to personal integrity

2
Styles of Conflict Management

• Competitorgoal is to win
• Problem Solvergoal is to find a win-win
  solution
• Compromisergoal is to find the middle ground
• Accommodatorgoal is to yield
• Avoidergoal is to delay

3
Style

• Larry King Story
• You must bake with the flour you have
• -- Danish Folk Song

4
Situational Strategy

• Balanced Concerns
• Relationships
• Transactions
• Tacit Coordination

5
Preparation

• Failing to Plan means Planning to Fail

6
High Expectations

• Aiko Morita Story (Sony)
• Must know your goals
• Goals dictate path
• Prioritize goals

7
Preparation

• 1. Defining issues
• 2. Assembling defining bargaining mix
• 3. Defining interests
• 4. Defining limits
• 5. Defining targets openings
• 6. Constituencies
• 7. Opposing negotiators
• 8. Strategy selection
• 9. Planning the issue presentation defense

8
Defining the Issues

• Whats to be negotiated?

9
Define the Interests

• Interests vs. Issues
• Why? Why do I want the issue?

10
Defining Limits

• Whats the walk away point?
• Know that you have other choices
• Know what the other choices are
• Know your or else (BATNA)
• Know to enforce your limits

11
Defining Targets and Openings

• Target is the preferred settlement
• Align goals and expectations
• Set an optimistic and justifiable target
• Be specific and write it down

12
Strategy/Opening

• Depends on preference for relationship vs.
  outcome
• Balanced concern (problem-solving)
• Relationships (accommodating)
• Transaction (competitive)
• Tacit coordination (avoidance)

13
Opening

• Transaction (preferred) optimistic
• Balanced (not preferred) fair
• Relationships (either) generous
• Tacit coordination (either) avoid conflict

14
Lesson

• No other personal variable makes such a
  difference in negotiations as the quiet feeling
  of confidence, self-esteem and commitment that
  emanates from people who know what they want and
  why they ought to get it.

15
Communication/Persuasion

• The first duty of a wise advocate is to convince
  their opponents that they understand their
  arguments
• A negotiator always has two reasons for the
  things he/she says a good one and the real one

16
Frame

• Gives perspective we want other party to adopt.
• Gives Rationale for evidence we present.
• Gives a logical pattern to evidence we present.
• Example Watch story

17
Persuasive Frames

• Mismatch between what person/firm saying and
  doing
• Negotiator should emphasize referents that
  lead to a positive frame
• Consistencyuse the other partys standards to
  make your argument.

18
Communication

• Clear communication is the other side of
  effective listening

19
Communication

• What do I want the other side to feel as a result
  of my communication?

20
Strategies in Speaking

• Avoid apologies
• Do not preface/tag
• Do not use questioning tone
• Do not use hedges or qualifiers
• Non-words or phrases

21
Integrative Process

• Win-win
• Focus on Interests
• Focus on Commonalities
• Share Information

22
Model

• Separate the people from the problem
• Focus on interests, not issues
• Generate multiple mutual options
• Generate an objective criteria

23
People Protection

• Build a working relationship
• Face the problem, not the people
• Soft on people, hard on merits
• Literally, sitting on the same side

24
Interests

• Define Problem
• Emphasize commonalities
• Multiple interests
• Flexibility

25
Alternative Solutions

• Expand the pie
• Logroll
• Non-specific compensation
• Cut the costs of compliance
• Finding a bridge solution

26
Final Note

• Make their decision easy
• Be firm with interests and flexible with how to
  get interests.