Negotiating

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• Negotiating
• Across
• Borders
• Catherine Lee, clee_at_cdlassociates.com
• www.cdlassociates.com

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Objectives

• To present a process for preparing a negotiation
• To delineate the impact of behavior on outcome
  and how to manage your behavior to influence
  across cultures.

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Harvard Business Review

• If you dont negotiate for your salary, they
  walk away happy that they paid you less, but
  wonder why they hired you.
• Hannah Riley Bowles
• and Kathleen McGinn

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Power

• All power is based on perception. If you think
  youve got it, then youve got it.
• If you think you dont have it, even if you have
  it, then you dont have it.
• You Can Negotiate Anything, Herb Cohen

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Trust

• TRUST CONFIDENT EXPECTATIONS
• What builds Trust?

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Trust

• Two Essential Ingredients for Initiating TRUST
• VULNERABILITY
• CONSISTENCY

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Influence

• How can you move someone in your direction?

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Perspective TakingWhose Point of View
Motivations Questioning What, How, and Why?
Needs Options
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Getting the MandateThe Negotiation Process
External Negotiation
Implementation
Need
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Process for Preparationof a Negotiation

• Five Steps in the Preparation Process
• Determine the objective
• Identify and rank the issues yours and theirs
• Set the parameters
• Develop your strengths
• Brainstorm alternatives

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1. Determine the Objective

• Expectations of outcome What will you walk away
  with?
• Specific results needed
• Short term results placed in long term plan

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2. Identify and Rank Issues

• List all issues
• Assign priorities to issues
• Determine which are negotiable and which are
  non-negotiable
• Decide which are musts vs. wants
• Identify other partys issues and priorities

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3. Set Parameters

• Determine range vs. fixed target
• Where to start
• When to walk or close

Fixed Target
Target
Best
Worst
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Aspiration Levels

• Is there a relationship between aspiration levels
  and success?
• Finding Persons with higher aspiration levels
  won awards.
• Finding Skilled negotiators with high
  aspiration levels were big winners regardless of
  whether they had power.

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Aspiration Levels (Contd)

• Finding Persons with high aspirations were
  winners in every case where they opposed low
  aspirants. It did not matter if they were
  unskilled or had less power.
• The Negotiating Game,Dr. Chester L. Karass

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Russian Proverb

• There are two fools in every market One asks
  too little, one asks too much.

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4. Develop Your Strengths

• You benefit from knowing your own strengths by
  being able to
• Offer viable options.
• Know what concessions can be made.
• Leverage better for what you need.
• Strategically plan timing, order of priority, and
  concessions.

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5. Brainstorm Alternatives

• As many alternatives as possible
• Brainstorm options for each issue
• Valuable to other side
• Power in number of alternatives

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The Art of War by Sun Tzu

• First Rule
• Avoid War
• Second Rule
• Offer Options

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• Logic
• Is Not
• Persuasive

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Behaviors in Negotiating
Observable behaviors what a person says and
does reveal only 10 of who that person is.
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Negotiating Behaviors Creative Problem Solving
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Influencing Behaviors Valuing Differences
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Behaviors to Use and Avoid

• Avoid
• Ranklers
• Counters
• Attacking
• ReasonOverload

• Use
• Clarifying and Summarizing
• Requesting Information
• Expressing Feelings
• Behavior Alert(Except Disagreeing)

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Building Model

• Options for handling ideas

Suggestion
No
Yes
Agree?
Support
Disagree
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Building Model

• Options for handling ideas

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Building Model

• Options for handling ideas

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John Wayne is Dead

• Most Difficult Negotiators
• Our Side and their side
• Straightforward vs. Silent Types
• Empathy with questions.
• Value the difference

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Recommended Reading

• The New Rules Of International Negotiation
  Building Relationships, Earning Trust, And
  Creating Influence Around The World
• Catherine M. Lee