NEGOTIATION SKILLS

FOTO

Amelia Naim Indrajaya, MBA

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Negotiating Skills

To provide you with the skills

to plan & implement successful negotiation

At the end of the course you will appreciate how

to:
Establish objectives to be achieved by
negotiation.
Identify a range of outcomes from the desired
ideal to the ultimate acceptable fall back
position.
Use interpersonal skills to influence others in
both informal and formal situations to achieve
your objectives.
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GAYA SOSIAL &

INTERPERSONAL
Dominan

Goal getter

Promotor

Terbuka

Tertutup
Analytical

People Pleaser

Pasif
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MODEL EMPAT KUADRAN

HERRMAN BRAIN
Cerebral

What?

What if?
Right

Left
How?

Why?

Limbik
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WHAT?
Matematis
Rasional
Realistis
Teknis
Finansial
Akademis
Kritis

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Logis
Fakta
Kuantitas
Otoritas

WHAT IF?
Holistik
Play
Perubahan
Orientasi Strategis
Mengambil Resiko
Helicopter View

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Visual
Imajinatif
Spasial
Artistik
Konseptual
Simultan

HOW?
Menghindari Resiko
Prosedural
Terjadwal
Konservatif
Terorganisir
Berurutan
Dapat diandalkan
Taktis
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Detil
Administratif

WHY?
Interpersonal
Mendukung
Mengayomi
Ekspresif
Sensitif
Simbolis
Intuitif
Spiritual
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Perasa
Musikal
Mengulurkan Tangan

 Act assertively to achieve objectives

Reduce resistance & minimise conflict
Know how & when to accept the opinions, values
& will of others
Work to achieve a WIN-WIN situation

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Negotiation occurs when there is something of value

that you wish to attain

Need is the negotiators starting point

Need is also the weakness that can be exploited
Negotiation is also a process that is of benefit to all
parties

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BATNA

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BATNA
BATNA is an acronym for:

Best
Alternative
To
a

Negotiated
Agreement
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Why BATNAs Matter

BATNAs tell you when to accept
and when to reject an agreement
When a proposal is better than your
BATNA: ACCEPT IT

When a proposal is worse than your

BATNA: REJECT IT

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Why BATNAs Matter

A good BATNA strengthens your
negotiation power.
Agreement on each sides BATNA
leads to ripe moments e.g.,
parties who agree on a likely court
outcome can settle out of court.
Divergent BATNA images lead to
intractability or violence e.g.,
when each side thinks it can win,
both pursue conflict intensely.

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Determining Your BATNA

Develop a list of possible
alternative actions to negotiation.

Convert the more promising ideas

into practical actions.

Select the best option.

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BATNAs and the Other Side

Attempt to determine their BATNA
Follow the same steps as for
determining your own BATNA
Knowing your BATNA and theirs tells
you the strength of your own position
Only reveal your BATNA if its better
Revealing a weak BATNA weakens your
position
Revealing a strong BATNA strengthens
your position

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Third Parties and BATNAs

Third parties can help disputants
identify their BATNA.
Questions to ask:
How could you do that?
What would the outcome be?
What would the other side do?
How do you know?
Can be asked privately or together

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Ineffective Negotiation is about:

Non mutual benefit
Compromising for no return
Playing games

Think of a time when a

negotiation has not been
successful.
Can you identify what
went wrong?

When you have

purchased
a house or a car
Did you negotiate
terms?
Were you successful?

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Effective Negotiation
Is an important
communication skill
Reaches the agreement that
best meets both sides
requirements
Should be conducted in a
professional manner
Be a solid foundation on
which to build future
relationships

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Preparing yourself
Preparation enables you to :

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Identify your objectives

Identify targets
Know your resistance point
Adopt the most suitable style
Time the interaction correctly
Achieve a deal

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How do you NEGOTIATE WITH THESE TYPES?

EXTRAVERTS

INTROVERT

SENSORS

INTUITIVES

THINKERS

FEELERS

JUDGERS

PERCEIVER

DES
CRIPT
IONS

Outer directed
Energy &
excitement
Love "people"
action

Inner directed
Quiet
People drain
them

The 5 senses
Practical reality
Status quo

Possibilities,
not realities
See the Big
Picture
Theoretical
overview

Objective
Logical
Focus on the
task

Subjective,
personal
values
Harmony
Sociable &
friendly

Like control &

structure
Want to get it
decided
Aggressive
decision
makers

Want more
information
Keep options
open
Dislike
schedules

COM
MUNICA
T
ION
STYLE

Fast & talkative

Think out loud
Ready, fire,
aim

Slow & quiet

Internally
thoughtful
Ready, ready,
ready, aim,
aim

Hear things
literally
Step-by-step
They don't
brainstorm
much

Jump around a
lot
Hear things
figuratively
Consider facts
as limits

Brief &
concise
Impersonal
terms
Pros & Cons

Talk story
Friendly
Perhaps time
consuming

Discuss
aggressively
Quick to
decide
Look for
someone to
blame

Informal style
Love to
brainstorm
Discuss
contingencies

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USING THE MYERS-BRIGGS FOR CONFLICT RESOLUTION

NEGOTIA
TING
WITH
THIS
TYPE

TIPS
IF YOU
ARE
THIS
TYPE

EXTRAVERT

INTROVERT

SENSORS

INTUITIVES

THINKERS

FEELERS

JUDGERS

PERCEIVER

Small talk is ok
Ask openended
questions
If impasse,
change energy

Draw them out

Give them time
to think
Send it in
writing

Stay in the
"here-andnow"
A concern for
history
Factual,
precise &
detailed

Brainstorm
novel ideas
Use metaphors
& analogies
Assist getting
to action

Be logical &
organized
Cost-benefit
analysis
Avoid
emotions

Be interested
in people
Start w/ points
of agreement
Don't criticize
them

They need
structure
Get details
before closure
They sound
definite

Don't constrain
them
Expect last
minute
changes
Help them
select among
options

Slow down &

listen
Warn them
about you
Get them to
brainstorm

Be clear &
forceful
Once is not
enough
Smile

More than just

the facts
Peel the
onion
Same fact
cuts both
ways

Stick to the
issues
Settle easy
things first
Don't overlook
details

Allow some
emotions
Find out
what they
feel
What are the
"people"
issues?

Don't take it
personally
Be brief & don't
repeat
Maybe you
can't have
harmony

Do you have
all the facts?
Don't speak in
conclusions
Allow others
some time

Reduce the
options
available
Assert your
preferences
Just pick one

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Traditional Negotiation
Has two sides
Has opposing objectives

Is a form of warfare
Has a short sighted approach

Formal Negotiation

Informal Negotiation

Favours the party with

the strongest power
base
Limits the likelihood of
informal talks
Emphasises the letter
of agreement

Emphasises the
relationship between
the two parties
Encourages the spirit
of any agreement
reached

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Modern Negotiation
Enables strategic alliances to be built
Emphasises partnerships
Builds relationships
Is effective long term

Outcomes From Negotiation

Need to achieve the objective set
Be of benefit to all parties
Ensuring a WIN/WIN situation
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Identifying Possible Outcomes

Write down all your objectives
Put them in order of priority
Identify issues that are open to compromise
Identify those that are not

Classifying Priorities
Those that are desirable
Those that are acceptable
Those that are the minimum you/the organisation require

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What is influencing?
Achieving a result that meets the legitimate needs
of both sides
Achieving long lasting results
Improving the relationship of the people involved
Legitimate is the important word here.
Needs must be legitimate if influencing is to be
successful.
For influencing to be effective it has to be
sustainable.
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What is influencing?

When it fails
The MIGHT IS RIGHT style of influencing always fails.

People can appear to agree but over time they may show their
disagreement by leaving the workplace.
A boss who forces his influence onto his work-team may only see
short term gains.
The relationship of trust may be destroyed and will be hard to
rebuild.

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Why is influencing important?

Flatter organisation structures need it to be effective.
Lean is mean more stress is prevalent in current
organisations.
The rise of the customer the customer is not always right,
but it is our job to make them feel right.
Working across organisations its the only positive way
forward.
The demise of traditional authority all employees have a
vested interest in the future success of any
company/organisation.

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Influencing is not about :

Forcing your point of view on others
Nagging until they agree
Giving in to someone
Bargaining
A debate

It is about
Dealing with others assertively
Speaking with knowledge and confidence
Listening to their point of view
Appreciating the differences
Showing respect
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The Levers Of Influence

Pull Skills
Creating rapport
Authentic listening
Skilful questioning

These Pull techniques also involve

the effective use of non-verbal
communication.
Creating rapport :
Posture
Voice Tone & Volume
Gesture
Eye Contact
Facial expressions
How we occupy our space

Consider carefully how you want to build the relationship

with someone who you will be negotiating with.
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Authentic Listening
The aim is empathy a non-judgmental state that aims to
understand the other person.
Authentic Listening is :
Listen for content
Listening to the other messages
Summarising the content
Summarising the emotion
Testing your assumptions

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Barriers to Listening
Dialogue of the deal - Both sides within a discussion, intent on making
their own point, may fail to listen to each other.
Experience - The parties may have had bad experiences of negotiations in
the past.
Familiarity - Can be a crucial disabler when negotiating.
Skim Listening - Picking up on key words and missing vital parts of the
conversation.
Attention span Are you focused or distracted?

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Pull Levers
Questioning :
Have a questioning strategy
USE:
Hypothetical questions
Defining questions
Probing questions

The aim is to use effective questioning skills to

Help build rapport
Obtain accurate information
Obtain other peoples opinion
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Assertiveness is
Saying what you mean
Meaning what you say
Asking for what you want clearly
Listening to what the other person is saying
Being honest about what is relevant
Being prepared to look for a workable compromise

Being Assertive during a negotiation is the best way

to achieve a win/win outcome. Conduct your conversation
with clarity, confidence and an open mind.

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Recognising Assertiveness
Effective body language how would you describe this?
Use assertive language what is considered assertive
language?
Never become emotional
Angry
Resentful
Frustrated

Responding Behaviour breeds behaviour

Keep the temperature low
Not
Stay detached
Reacting
Show respect

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Power In Negotiation
Negotiation assumes a certain equality between parties
Negotiation refers to obtaining something of value
that someone else has. The focus is upon
mutual benefit.
Differing power bases can lead into fighting
behaviours.
Parties do test each others strengths and probe
into just how dependant they are on each other.
A balance of power is essential if negotiations are
to be successful.

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Influencing The balance Of Power

Facts

Expertise

Explore

Strengthen

Authority

Facts The skilled negotiator has all the facts ,

background history and figures. Even a hardened MD
cannot fail to be impressed.
Expertise Again gained by effective preparation.
Explore Pose questions in a non threatening manner.
How do we find this solution together.
Strengthen Develop acceptance and trust . Find &
implement outcomes that are of interest to both parties.
Authority it is vital that both parties have the
authority to make the outcome happen.
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Negotiation Strategy
Opening

Exploration
Create Closure

Create movement
Finish

The Process
Agree
Boundaries

Deny
Need

Stress the
Difference

Agree Boundaries On which the negotiation will focus.

Deny the need A deliberate strategy in which both parties play
down their need for a particular outcome.
From the outset skilled negotiators will play up the fact that they do
not believe the outcome will be successful.
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Opening Negotiation
Set the offer at the most appropriate level
normally a long way removed from target.
Respond in a way that is deemed most appropriate,
usually rejection.
There is no such thing as a first offer that
is too good to refuse. Openings within
negotiation are like a chess match both
parties will begin with an offer that is far
removed from target.
The opening offer is very rarely a serious
commitment.

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Exploration
Identify :

Needs

Wants

Interests

Needs Those things that you feel you cannot do without

Wants Those things that people would prefer to have
Interests The reasons that lie behind the WANTS & NEEDS

Exploration is important because:

It allows the parties to explore the situation.
Needs & Wants are talked about first.
A skilful negotiator can see where the other
party expect the final outcome to be.
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Create Movement

Be prepared to compromise
Explore possibilities
Ask what if? questions
Be clear about the variables
Exchange

Restate your case Ensure that

the agreement is clear by going over
again what has been agreed.
Restate everything that you have
agreed on. Minimise the
perception of what is left to agree.
Write it down It may prompt some
questions before the deal is closed.
Prevention is better then cure.
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During this phase it is

vital that if you agree
to a concession you
get something back
in return .
Dont give anything
away too easily
people do not value
things that have been
obtained with little
effort.

Firming Up
Proposals

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Create Closure

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Keep moving
Dont get bogged down in detail
Focus on issues
Give recognition
Give the other party a final
opportunity to clarify any issues

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Closing

List of issues from both sides

Prepare a draft framework
Tackle outstanding details
Record each point as it is agreed
Agree a process to review
Agree a procedure for complaints

The skilled negotiator will not be distracted from their task.

Always remember that the whole point of negotiation is
that two parties have something of value.

Know when to stop talking

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Failing Negotiation
Initial commitment may be based on incomplete information
Negotiation may be based on false assumption
People communicate using their mind & body through the use of emotion.
Misunderstandings can arise because of stereotyping.
Tension is caused by emotions which can then lead to stress & anxiety.
Listen actively with empathy to reduce the perceived threat and try to show
acceptance and understanding.
If everyone ignores the pinch then a crunch can be just around the corner.
The relationship may suffer as a consequence.
The secret of success is to look for the pinch before it becomes a crunch.

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Approaches to Resolve Conflict

Skilful listening to improve understanding
Assertion skills
Influence by using interpersonal skills

Emphasise issues, break up large issues

Make careful note of actions decided

Facilitation Helping people communicate with one another.
Conciliation or mediation Working towards resolving an issue
whilst remaining independent. Advocacy negotiating on behalf of
one party.
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Outcomes From Negotiation

In a win/lose situation one party may feel threatened by the other and
react in a defensive or aggressive way to ensure they dont get beaten
into submission.
In a lose /lose situation, both parties have lost and no-one gets what they
really want.
In a win/win situation, this provides the basis for a long lasting
partnership that can be mutually rewarding.

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Stages to Successful Negotiation

Exchange information
Assess Wants, Needs, Information
Find the middle ground which is fair & reasonable to both
Firm up a mutually agreeable solution

Recognise these stages, work towards them.

Use the notes in this course to help future
Negotiations. Create a learning log a simple diary will do.
Assess every negotiation you are involved in.
What went well? What could be better?
What will you do differently next time?

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A successful Negotiator can

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Build Rapport
Network effectively
Work in a team
Build consensus
Be persuasive
Deal with conflict

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