Title of Presentation: Negotiation and Conflict Resolution Title of Session: Negotiation and Conflict Strategies Day and Time:

Thursday April 6, 2006 1:00 PM Title of Presentation Principles of Negotiation and Conflict Resolution Managing Conflict !"ecti#es

$hat is Conflict% Conflict &tyles Negotiation &'ills (ffecti#e Tea) Negotiation Agenda $hat is Negotiation Pro!le) *ith Positional +argaining ,our Points of Principled Negotiation Exercise: (ffecti#e Tea) Negotiations: -ifficult Negotiations Participant Participation: Read Negotiation and Conflict Readings. Re#ie* results of /il)an 0n#entory. Abstract: Conflict is usually ignored in the *or' place. -e#eloping positi#e attitudes a!out conflict and learning ho* to negotiate interpersonally and !et*een organi1ations are the focus of this presentation. Goals: 2earn conflict )anage)ent style 2earn ho* to effecti#ely handle interpersonal conflict 2earn principled negotiation Practice principled negotiations

Negotiation
Negotiation is a basic means of getting what you want from others. It is a back-and-forth communication designed to reach an agreement when you and the other side have some interests that are shared and others that are opposed. Negotiation serves two primary purposes for a team: (1) a method of resolving conflict within the team and(2) an integral part of the team decision-making process. The Four Points of Principled Negotiation PRINCIPLE #1 Separate the people from the problem. Learn to separate people difficulties from substantive issues. Be soft on the people and hard on the problem. Use psychological tools to handle psychological difficulties, analytical tools to address substantive issues. PRINCIPLE #2 Focus on interests, not positions. Positional bargaining causes people to dig in their heels and maintain their position to avoid losing face. Learn to look behind positions for interests, some of which you may share. PRINCIPLE #3 Invent options for mutual gain. Work with your partner to create additional options to explore. Use brainstorming techniques to create a larger number of quality ideas to serve your common interests. PRINCIPLE #4 Insist on objective criteria. Appeal to objective standards and outside sources to judge the quality of your agreements. This not only helps "separate the people from the problem, but also allows negotiators to work together to identify possible measures of fairness.
(Fisher, R., Ury, W. & Patton, B., 1991)

BATNA - Best Alternative To a Negotiated Agreement

(from Roger Fisher, William Ury and Bruce Patton, Getting to Yes: Negotiating Agreement Without Giving In)

Goals of a wise negotiation: Protect yourself from making an agreement you should reject. Make the most of your assets so that any agreement that you reach will satisfy your interests as well as possible. The Bottom Line vs. BATNA The Bottom Line limits your ability to benefit from what you learn during negotiation. It inhibits imagination and is likely to be set too high. Your BATNA determines what will you do if you do not reach an agreement. It invent a list of actions you might conceivably take if no agreement is reached and it explores some of the more promising ideas to convert them into practical alternatives. Selection should be made tentatively by brainstorming and narrowing the choices to the one alternative that seems to be the best BATNA for the situation. Remember: BATNA in action gives you the confidence to reach a wise agreement. Judge every offer against your BATNA. The better your BATNA the greater your ability to improve the terms of any negotiated agreement.

The Problem with Positional Bargaining

(from Roger Fisher, William Ury, and Bruce Patton, Getting To Yes: Negotiating Agreement Without Giving In)

PROBLEM: Positional Bargaining: Which game should you play?

SOLUTION: Change the Game--Negotiate on the Merits PRINCIPLED Participants are problemsolvers. The goal is a wise outcome reached efficiently and amicably.

SOFT Participants are friends. The goal is agreement.

HARD Participants are adversaries. The goal is victory.

Make Concessions to cultivate the relationship. Be soft on the people and soft on the problem. Trust others. Change your position easily. Make offers. Disclose your bottom line. Accept one-sided losses to reach agreement. Search for the single answer: the one they will accept. Insist on agreement. Try to avoid a contest of will.

Demand concessions as a condition of the relationship. Be hard on the problem and the people. Distrust others. Dig in your position. Make threats. Mislead as to your bottom line. Demand one-sided gains as a price of agreement. Search for the single answer: the one you will accept. Insist on your position. Try to win a contest of will.

Separate the People from the Problem. Be soft on the people and hard on the problem. Proceed independent of trust. Focus on Interests, not Positions. Explore Interests. Avoid having a bottom line. Invent Options for Mutual Gain.

Develop multiple options to choose from; decide later. Insist on Using Objective Criteria. Try to reach a result based on standards independent of will. Reason and be open to reason; yield to principle, not pressure.

Yield to pressure.

Apply pressure.

Effective Team Negotiation Exercise INDIVIDUAL WORKSHEET #1 "Difficult Negotiations"

Instructions: a) You have been negotiating your needs with your team and other individuals associated with your project for six weeks. Describe the most difficult negotiation you have had with your team or other people associated with your project. b) Write the answers to the following questions as they pertain to the negotiation situation you have chosen for this exercise. 1. Describe the conflict you had to negotiate:

2. What conflict style did you use during the negotiation? Was this style effective? If not, what style would you use next time in the same situation?

3. Who was involved in the negotiation?

4. What was your main goal in the negotiation?

5. What were the team goals?

6. Did you use principled negotiation during your negotiation?

7. What was each party's level of satisfaction with the results?

8. What specific factors created difficulties in the negotiations? Did negotiations break down? If so, why?

9. Did you do any positional bargaining? If so what positions did you and the others take?

10. Were you able to separate people difficulties from substantive issue?

11. Were you able to be soft on the people and hard on the problem.? 7

12. What psychological tools did you use to handle the psychological difficulties?

13. What analytical tools did you use to address the substantive issues?

14. Did you look behind the other persons position and focus on their interest and personal goals to further the negotiations? If so, what interest did you identify?

15. Did you use additional options to establish mutual gain for you and the others in the negotiation? What were the additional options you presented?

!. "id you use objective standards and outside source in your negotiation#

17. What would you change in the process if you could do it again?

Effective Team Negotiation Exercise INDIVIDUAL WORKSHEET #2 "Case Development" Each team should present their conflict to the other team members:

a) Choose ONE KEY POINT or incident from your example used on the "Difficult Negotiations" worksheet.

b) Take 3 minutes to present this case to your team members for analysis.

c) Include in your presentation what conflict style you used and how effective the style was in the negotiation.

EFFECTIVE TEAM NEGOTIATION EXERCISE

PRESENTATION Instructions: The goal of this exercise is to analyze and improve an actual negotiation using the method of principled negotiation. When you were on a team before you may have experienced conflict. Explain this incident to the team. Tell the team how effective you were at negotiating the conflict.

1. Take 5 minutes and as a team choose one team member's case for development to discuss.

2. Focus on the following aspects of the method of principled negotiation in analyzing the negotiation strategy used in this case. If warranted, suggest specific ways the strategy could be improved. a) The Four Principles -Separating the People from the Problem

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-Focusing on Interests and Not Positions -Creating Options for Mutual Gain -Insisting on Objective Criteria b) BATNA (Best Alternative To a Negotiated Agreement)

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