Negotiation Skills

Negotiation Skills
By: Kunal Samani
President-Business Development
Rolex Lanolin Products Ltd
Wy Negotiation!
Wy Negotiation!
"
Negotiation is needed to resolve intra-person or inter-person Negotiation is needed to resolve intra-person or inter-person
con#licts $ disagreements $ clas o# interests% con#licts $ disagreements $ clas o# interests%
"
Negotiation is someting tat &e do all te time and is not only used Negotiation is someting tat &e do all te time and is not only used
#or 'usiness purposes% (e aim o# negotiation is to explore te #or 'usiness purposes% (e aim o# negotiation is to explore te
situation) and to #ind a solution tat is accepta'le to 'ot te sides% situation) and to #ind a solution tat is accepta'le to 'ot te sides%
" *nly man negotiates+ animals do not+ &en #aced &it larger *nly man negotiates+ animals do not+ &en #aced &it larger
predator) tey do not ask #or negotiation or ,ustice rater ,ust run predator) tey do not ask #or negotiation or ,ustice rater ,ust run
a&ay% a&ay%
"
Negotiation is one o# te most di##icult ,o's a person can do% -t Negotiation is one o# te most di##icult ,o's a person can do% -t
re.uires not only good 'usiness ,udgment 'ut also a keen re.uires not only good 'usiness ,udgment 'ut also a keen
understanding o# uman nature understanding o# uman nature
Negotiation
Intra-person
Negotiation
Inter-
person
Negotiatio
n
Unplanned
Negotiatio
n
Planned
Negotiatio
n
Distributiv
e
Negotiatio
n
Integrative
Negotiatio
n
Hard
Negotiatio
n
Soft
Negotiatio
n
Principled
Negotiatio
n
/ard Negotiation
/ard Negotiation

"
/ard negotiation involves te negotiation o# positions) rater /ard negotiation involves te negotiation o# positions) rater
tan interests% tan interests%
"
-t is igly competitive) seeing victory as te num'er one goal% -t is igly competitive) seeing victory as te num'er one goal%
"
/ard 'argainers) see te participants as adversaries% (ey /ard 'argainers) see te participants as adversaries% (ey
distrust te oter side and play sneaky games to try to gain te distrust te oter side and play sneaky games to try to gain te
negotiating advantage% negotiating advantage%
"
/ard 'argainers re#use to make concessions and demand one- /ard 'argainers re#use to make concessions and demand one-
sided gains as te price o# an agreement% sided gains as te price o# an agreement%
"
Wen con#ronted &it a so#ter opponent) ard 'argainers Wen con#ronted &it a so#ter opponent) ard 'argainers
almost al&ays &ill &in% Wen con#ronted &it anoter ard almost al&ays &ill &in% Wen con#ronted &it anoter ard
'argainer) o&ever) it can result in no agreement) 'ot losing% 'argainer) o&ever) it can result in no agreement) 'ot losing%
So#t Negotiation
So#t Negotiation

"
So#t negotiation also involves te negotiation o# positions) So#t negotiation also involves te negotiation o# positions)
rater tan interests% /o&ever) it treats te participants as rater tan interests% /o&ever) it treats te participants as
#riends) seeking agreement at almost any cost) and o##ering #riends) seeking agreement at almost any cost) and o##ering
concessions easily in te interests o# preserving 0or creating1 a concessions easily in te interests o# preserving 0or creating1 a
good relationsip &it te oter side% good relationsip &it te oter side%
"
So#t 'argainers trust te oter side) and are open and onest So#t 'argainers trust te oter side) and are open and onest
a'out teir 'ottom line% a'out teir 'ottom line%
"
(is leaves tem vulnera'le to ard 'argainers &o act (is leaves tem vulnera'le to ard 'argainers &o act
competitively2o##ering #e&) i# any concessions% competitively2o##ering #e&) i# any concessions%
Principled Negotiation
Principled Negotiation

"
Principled negotiation is te interest-'ased
Principled negotiation is te interest-'ased
approac to negotiation%
approac to negotiation%
"
3undamental principles o# principled
3undamental principles o# principled
negotiation are:
negotiation are:
4%
4%
it separates te people #rom te pro'lem+
it separates te people #rom te pro'lem+
5%
5%
#ocuses on interests) not positions+
#ocuses on interests) not positions+
6%
6%
insists on o',ective criteria o# te solution%
insists on o',ective criteria o# te solution%
Negotiation Styles
Negotiation Styles
A
s
s
e
r
t
i
v
e
U
n
a
s
s
e
r
t
i
v
e
Uncooperative Cooperative
Avoidance
Win / Lose
Accoodati
ng
Win / Win
!Collaborating"
Coproise
Win 2 Lose Style
Win 2 Lose Style
"
(e &in-lose is te most common style o# distri'utive
(e &in-lose is te most common style o# distri'utive
negotiation &erein a person pursues is or er o&n
negotiation &erein a person pursues is or er o&n
&ises at te expense o# oter party%
&ises at te expense o# oter party%
"
7nder tis style negotiation is vie&ed as a game to 'e
7nder tis style negotiation is vie&ed as a game to 'e
&on% Losing may 'e taken as #ailure) &eakness) and a
&on% Losing may 'e taken as #ailure) &eakness) and a
loss o# status%
loss o# status%
"
Wen engaged in tis style) te parties may use
Wen engaged in tis style) te parties may use
di##erent tactics to &in like: persuasion) argument)
di##erent tactics to &in like: persuasion) argument)
po&er) or even treat%
po&er) or even treat%
7se#ulness
7se#ulness
"
8 #orce#ul position during negotiation may 'e appropriate 8 #orce#ul position during negotiation may 'e appropriate
&en te stakes are ig and costs o# indecision and &en te stakes are ig and costs o# indecision and
compromise are non-a##orda'le% compromise are non-a##orda'le%
"
-t is use#ul &en issues o# legality and etics are at and% -t is use#ul &en issues o# legality and etics are at and%
"
Were you do not expect to deal &it people ever again) and Were you do not expect to deal &it people ever again) and
you do not need teir good&ill% you do not need teir good&ill%
"
Wen tere is only one pri9e% Wen tere is only one pri9e%
"
8t management level) tis style is elping &en unpopular 8t management level) tis style is elping &en unpopular
'ut necessary decisions must 'e made% 'ut necessary decisions must 'e made%
"
Win-lose is also a style to use &en te oter party as a Win-lose is also a style to use &en te oter party as a
tendency to take advantage o# you% tendency to take advantage o# you%
8voiding Style
8voiding Style
"
8voiding te con#lict in certain situations 2 need o# no
8voiding te con#lict in certain situations 2 need o# no
negotiation at all 2 is also a negotiation%
negotiation at all 2 is also a negotiation%
"
People may pysically &itdra& 'y simply leaving te
People may pysically &itdra& 'y simply leaving te
scene o# con#lict or tey can re#use to get involved 'y
scene o# con#lict or tey can re#use to get involved 'y
using silence) or canging te topic o# conversation%
using silence) or canging te topic o# conversation%
"
Psycologically) avoiders can also deny te existence
Psycologically) avoiders can also deny te existence
o# con#lict%
o# con#lict%
"
During #ormal negotiation) avoiding style is exercised
During #ormal negotiation) avoiding style is exercised
'y paying dea# ear and $ or 'lind eye to te con#licting
'y paying dea# ear and $ or 'lind eye to te con#licting
stimulus%
stimulus%
7se#ulness
7se#ulness

7se#ul &en:
7se#ul &en:
"
your involvement &ill only result in negative
your involvement &ill only result in negative
outcomes #or you+
outcomes #or you+
"
issue is insigni#icant+
issue is insigni#icant+
"
cost o# callenge $ cost is .uite ig+
cost o# callenge $ cost is .uite ig+
"
tere is little cance o# success+
tere is little cance o# success+
"
relationsips are more important to 'e maintained+
relationsips are more important to 'e maintained+
"
to 'uy time and $ or get oter party cool do&n%
to 'uy time and $ or get oter party cool do&n%
8ccommodating Style
8ccommodating Style
"
8ccommodating style o# negotiation entails giving in to
8ccommodating style o# negotiation entails giving in to
te &ises o# te opponent party%
te &ises o# te opponent party%
"
Like avoidance) accommodating te oter party
Like avoidance) accommodating te oter party
almost in one-sided &ay) is also a negotiation%
almost in one-sided &ay) is also a negotiation%
"
7nlike avoiders) te accommodators enter into
7nlike avoiders) te accommodators enter into
negotiation and give in a &ay tat strengtens te
negotiation and give in a &ay tat strengtens te
relationsips%
relationsips%
"
During negotiation) giving in totally $ partially may 'e
During negotiation) giving in totally $ partially may 'e
part o# strategic maneuvering
part o# strategic maneuvering
%
%
7se#ulness
7se#ulness

"
Wen oter issues are more important tat need
Wen oter issues are more important tat need
satis#ying oters and maintaining cooperation%
satis#ying oters and maintaining cooperation%
"
Wen social credit is to 'e 'uilt #or some latter issue%
Wen social credit is to 'e 'uilt #or some latter issue%
"
(o minimi9e loss &en one is already losing%
(o minimi9e loss &en one is already losing%
"
Wen relationsips are more important tan te
Wen relationsips are more important tan te
interests%
interests%
"
(oug #re.uent yielding is not a virtue) a yielding to a
(oug #re.uent yielding is not a virtue) a yielding to a
#ello& in ire) a 'alanced yielding among spouses) or
#ello& in ire) a 'alanced yielding among spouses) or
even te #re.uent yielding o'edience o# a cild to a
even te #re.uent yielding o'edience o# a cild to a
parent or teacer is a ealty move%
parent or teacer is a ealty move%
:ompromising Style
:ompromising Style

"
:ompromising) te most common style o# con#lict
:ompromising) te most common style o# con#lict
resolution) entails splitting te di##erences and
resolution) entails splitting te di##erences and
reacing an accepta'le middle ground solution
reacing an accepta'le middle ground solution
troug give-and-take &ere'y eac party sould gain
troug give-and-take &ere'y eac party sould gain
someting and may ave to lose someting%
someting and may ave to lose someting%
"
Parties under tis style o# negotiation) generally use
Parties under tis style o# negotiation) generally use
tecni.ues like trading) 'argaining) smooting over
tecni.ues like trading) 'argaining) smooting over
di##erences) and voting etc%
di##erences) and voting etc%
"
;ost o# te negotiations toug start &it lose-&in
;ost o# te negotiations toug start &it lose-&in
style) do end up at te compromising style%
style) do end up at te compromising style%


7se#ulness
7se#ulness

-t is use#ul:
-t is use#ul:
"
&en t&o parties ave relatively e.ual po&er and
&en t&o parties ave relatively e.ual po&er and
ave mutually exclusive goals+
ave mutually exclusive goals+
"
&en time is not availa'le to solve pro'lems tat
&en time is not availa'le to solve pro'lems tat
are complex and re.uire a great deal o# e##ort to
are complex and re.uire a great deal o# e##ort to
sort out all te issues+
sort out all te issues+
"
to allo& #or a temporary solution until more time
to allo& #or a temporary solution until more time
could 'e devoted to unravel and analy9e te
could 'e devoted to unravel and analy9e te
complexities+ and
complexities+ and
"
&en competition or colla'oration #ails to lead to a
&en competition or colla'oration #ails to lead to a
solution%
solution%
:olla'orating 0Win-Win1 Style
:olla'orating 0Win-Win1 Style
"
:olla'orating is 'ased on a &illingness to accept oter
:olla'orating is 'ased on a &illingness to accept oter
party<s needs &ile asserting your o&n needs as &ell%
party<s needs &ile asserting your o&n needs as &ell%
"
-t assumes tat tere is some reasona'le cance tat
-t assumes tat tere is some reasona'le cance tat
a solution can 'e #ound to satis#y 'ot parties in
a solution can 'e #ound to satis#y 'ot parties in
con#lict &itout losing muc%
con#lict &itout losing muc%
"
Suc solution) most o# te time) is not possi'le 'ut a
Suc solution) most o# te time) is not possi'le 'ut a
colla'orator 'elieves tat it is &ort trying to #ind tat%
colla'orator 'elieves tat it is &ort trying to #ind tat%
-llustrative Story
-llustrative Story
"
(&o 'roters ad an orange% =ac o# tem &anted
(&o 'roters ad an orange% =ac o# tem &anted
to ave it%
to ave it%
"
7ltimately tey resolved te con#lict troug
7ltimately tey resolved te con#lict troug
splitting te orange into t&o alves) one al# #or te
splitting te orange into t&o alves) one al# #or te
eac%
eac%
"
=lder 'roter ate te pulp and tre& te peeling%
=lder 'roter ate te pulp and tre& te peeling%
"
(e younger 'roter &o did not ave an innate
(e younger 'roter &o did not ave an innate
liking #or te oranges and ,ust &anted te peeling
liking #or te oranges and ,ust &anted te peeling
as a recipe ingredient) used te peeling and
as a recipe ingredient) used te peeling and
discarded te pulp%
discarded te pulp%
>our :omments?
>our :omments?
Wat negotiation style0s1 te t&o
Wat negotiation style0s1 te t&o
'roters adopted to resolve te con#lict!
'roters adopted to resolve te con#lict!
*##er your comments over degree o#
*##er your comments over degree o#
use#ulness o# te style0s1 used in tis
use#ulness o# te style0s1 used in tis
situation%
situation%
Preparing #or Negotiation
Preparing #or Negotiation
The Es of Negotiations:
The Es of Negotiations:
1.
1.
Establish GOAL
Establish GOAL
2.
2.
Establish TRUST
Establish TRUST
3.
3.
Establish RULES
Establish RULES
4.
4.
Establish TRAE
Establish TRAE
!.
!.
Establish ALTERNAT"#ES
Establish ALTERNAT"#ES
Establish GOAL
Establish GOAL
Establish TRUST
Establish TRUST
Establish RULES
Establish RULES
Establish TRAE
Establish TRAE
Establish ALTERNAT"#ES
Establish ALTERNAT"#ES


8t te (a'le
8t te (a'le
???
???
"
Negotiation Strategies
Negotiation Strategies
"
:ommunication Skills
:ommunication Skills
Negotiation Strategies
Negotiation Strategies
8mad and /assan decided to purcase an o##ice #or
8mad and /assan decided to purcase an o##ice #or
teir ne&ly started 'usiness tree monts ago%
teir ne&ly started 'usiness tree monts ago%
(eir #irst coice &as an o##ice located in a ne&
(eir #irst coice &as an o##ice located in a ne&
development) and priced Rs% @AA) AAA 0a'out Rs%
development) and priced Rs% @AA) AAA 0a'out Rs%
5@)AAA a'ove teir limit1% 8mad tougt tey could
5@)AAA a'ove teir limit1% 8mad tougt tey could
get te price do&n troug negotiation &it te
get te price do&n troug negotiation &it te
salesman ;r% Seik around teir limit &ile
salesman ;r% Seik around teir limit &ile
/assan &as less optimistic in tat regard%
/assan &as less optimistic in tat regard%
8mad conducted some researc on te
8mad conducted some researc on te
development and learned tat several o# te
development and learned tat several o# te
o##ices including te one tey liked ad 'een
o##ices including te one tey liked ad 'een
on te market almost a year% (oug te
on te market almost a year% (oug te
ouse tey liked &as teir #irst coice) oter
ouse tey liked &as teir #irst coice) oter
o##ices &ere also .uality o##ices and could 'e
o##ices &ere also .uality o##ices and could 'e
accepted as a second coice% 8mad met
accepted as a second coice% 8mad met
te oter salesman) ;r% 8ga and learned
te oter salesman) ;r% 8ga and learned
tat te prices o# tose o##ices &ere also
tat te prices o# tose o##ices &ere also
&itin teir limit% Wit tis ome&ork done)
&itin teir limit% Wit tis ome&ork done)
e made an appointment &it ;r% Seik and
e made an appointment &it ;r% Seik and
decided to meet im alone%
decided to meet im alone%

8mad in#ormed te
8mad in#ormed te
salesman e really
salesman e really
liked te o##ice and
liked te o##ice and
migt 'e sincerely
migt 'e sincerely
interested at a lo&er
interested at a lo&er
price suc as Rs%
price suc as Rs%
B@A)AAA%
B@A)AAA%
L#W$ALL L#W$ALL
He %as going for t&e
He %as going for t&e
lo%est possible
lo%est possible
price'
price'
Approac&
Strateg(
Strateg(
)IN*+A,-H#N*- )IN*+A,-H#N*-
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

(e salesperson
(e salesperson
sounded socked and
sounded socked and
said) C(at is
said) C(at is
impossi'le) &e &ould
impossi'le) &e &ould
not even consider itD%
not even consider itD%
8mad anticipated tat
8mad anticipated tat
response) and asked)
response) and asked)
C-# you &ould not accept
C-# you &ould not accept
Rs% B@A)AAA) &at &ill
Rs% B@A)AAA) &at &ill
you ask!D
you ask!D
PINP#IN. .H* N**D
It &ad been
establis&ed t&at t&e
seller %ould ta/e
less t&an t&e as/ing
price but not ,s'
0123222' .&e tas/
t&en %as to pinpoint
&o% uc& less t&an
,s' 01232224
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

(e salesperson did some
(e salesperson did some
#iguring 'e#ore e said CRs%
#iguring 'e#ore e said CRs%
BEA)AAAD% 8mad &as
BEA)AAAD% 8mad &as
prepared #or tis response
prepared #or tis response
&o tried anoter strategy
&o tried anoter strategy
saying) C;r% 8ga as
saying) C;r% 8ga as
recently sold t&o o##ice o#
recently sold t&o o##ice o#
similar stature #or Rs%
similar stature #or Rs%
BFA)AAA) and several
BFA)AAA) and several
oters are availa'le &it
oters are availa'le &it
im% Wy &ould not you do
im% Wy &ould not you do
te same #or me!D
te same #or me!D
A strateg( designed
to put t&e ot&er
part( on t&e
defensive in an
effort to %in soe
concessions' Added
to t&e Pinpoint3 t&e
Need strateg(
assists in
deterining %&at
t&e seller %ill
actuall( ta/e'
CHALL*N+*
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

(e salesperson said)
(e salesperson said)
C(at ouse &ent
C(at ouse &ent
ceaper) any&ay peraps
ceaper) any&ay peraps
- could trim te price to
- could trim te price to
Rs% BG@)AAA 'ut you &ill
Rs% BG@)AAA 'ut you &ill
ave to pay 5AH cas
ave to pay 5AH cas
do&n and te rest &itin
do&n and te rest &itin
one &eek%D 8mad
one &eek%D 8mad
guessed te salesman
guessed te salesman
as a room to tread
as a room to tread
do&n&ard and said)
do&n&ard and said)
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

C
C
Do&n payment is not te
Do&n payment is not te
pro'lem 'ut - cannot pay
pro'lem 'ut - cannot pay
te rest 'e#ore tree
te rest 'e#ore tree
&eeks%D C-t is impossi'leD)
&eeks%D C-t is impossi'leD)
said te salesman) Cour
said te salesman) Cour
company rules do not
company rules do not
permit itD% 8mad replied)
permit itD% 8mad replied)
CBut - cannot pay at least
CBut - cannot pay at least
tis muc &itin tis
tis muc &itin tis
period o# time%D
period o# time%D
5*IN.IN+
.&is strateg( gives
t&e ipression one
t&ing is desired
%&ereas priar(
ob6ective is reall(
soet&ing else'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

Politicians use a
variation o# tis
strategy to test
receptivity 'y te
pu'lic to someting
tey plan to do%
.&is planned
action is
7lea/ed8 b( a
7reliable
resource8 to test
acceptabilit(
before final
action is ta/en'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

C
C
- do not tink - could make
- do not tink - could make
#urter concessionD) said
#urter concessionD) said
te salesman% C*kI Let me
te salesman% C*kI Let me
consult my 'usiness
consult my 'usiness
partner since #inal decision
partner since #inal decision
&ill only 'e a#ter our
&ill only 'e a#ter our
mutual consensusD) said
mutual consensusD) said
8mad and le#t te
8mad and le#t te
salesman<s o##ice%
salesman<s o##ice%
LI9I.*D AU.H#,I.-
Liited aut&orit( is an
attept to postpone t&e
decision on a prete:t to
get approval fro a
copetent aut&orit('
W&ereas t&e real ai is
to gain tie for
reconsideration3 and / or
/eeping t&e opponent
under pressure for a
possible negotiation
brea/age'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

Next day) 8mad appeared in Next day) 8mad appeared in
te salesman<s o##ice again te salesman<s o##ice again
along &it /assan) is along &it /assan) is
'usiness partner and reiterated 'usiness partner and reiterated
is yesterday<s position tat is yesterday<s position tat
tey could not pay Rs% BG@)AAA tey could not pay Rs% BG@)AAA
at least &itin one &eek% C-t at least &itin one &eek% C-t
seems di##icult to give any seems di##icult to give any
#urter concession &itout #urter concession &itout
consulting te 'uilderD) said te consulting te 'uilderD) said te
salesman% salesman%
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

C C- told you not to approac tis - told you not to approac tis
agency) you could never conclude agency) you could never conclude
any deal &it temD) gro&led any deal &it temD) gro&led
/assan and stepped out o# te /assan and stepped out o# te
o##ice% o##ice%
C C>ou are spoiling almost a >ou are spoiling almost a
concluded deal% - o##er Rs% concluded deal% - o##er Rs%
BF@)AAA toug - am not sure BF@)AAA toug - am not sure
my partner &ill agree to it% 8 sligt my partner &ill agree to it% 8 sligt
'udge #rom your position can 'ring 'udge #rom your position can 'ring
te deal 'ack on trackD) murmured te deal 'ack on trackD) murmured
8med to te salesman in con#iding 8med to te salesman in con#iding
style% style%
Wen 'ad guy steps out
#or a #e& minutes) te
good guy o##ers te deal
tat under te
circumstances seems too
good to re#use% Bad guys
usually comprise
spouses) la&yers etc%
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

C
C
By te time you 'ring
By te time you 'ring
your partner 'ack) - call
your partner 'ack) - call
to te 'uilder #or is
to te 'uilder #or is
opinion% - tink it is
opinion% - tink it is
possi'le to reac a dealD)
possi'le to reac a dealD)
said te salesman &ile
said te salesman &ile
dialing a telepone
dialing a telepone
num'er &en 8mad
num'er &en 8mad
&alked out o# is o##ice
&alked out o# is o##ice
to trace is CestrangedD
to trace is CestrangedD
'usiness partner%
'usiness partner%
+##D +U- / $AD +U-
.&e good gu( /
bad gu( is an
internationall(
used strateg(' #ne
eber of a tea
ta/es a &ard line
approac& %&ile
ot&er eber is
friendl( and eas(
to deal %it&'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

8#ter #e& minutes 8mad
8#ter #e& minutes 8mad
entered te salesman<s o##ice
entered te salesman<s o##ice
along &it /assan%
along &it /assan%
7 7.&e builder &as not been .&e builder &as not been
around3 but I &ave availed ( around3 but I &ave availed (
o%n liit and reduced t&e o%n liit and reduced t&e
price to ,s' 0;<3222 provided price to ,s' 0;<3222 provided
(ou could give us (our offer in (ou could give us (our offer in
%riting toda( %it& %riting toda( %it&
t&e <2= deposit'8 t&e <2= deposit'8
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

8mad sensing tey &ere
8mad sensing tey &ere
close to teir goal replied)
close to teir goal replied)
CWe really do like tis
CWe really do like tis
o##ice) 'ut it is still more
o##ice) 'ut it is still more
tan &e &ant to pay%
tan &e &ant to pay%
Please excuse us &ile &e
Please excuse us &ile &e
discuss &ays in &ic &e
discuss &ays in &ic &e
migt increase our o##er%
migt increase our o##er%
Would you please
Would you please
reevaluate your position
reevaluate your position
too!
too!
D*5*,
Deferring
strateg( allo%s
t&e negotiators
tie to
reevaluate t&eir
positions'
Deferring a
decision to a/e
often proves t&at
patience pa(s'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

8mad and /assan
8mad and /assan
returned in an our
returned in an our
and o##ered Rs%
and o##ered Rs%
BFG)AAA%
BFG)AAA%
.&e salesperson told .&e salesperson told
t&e3 t&e3
I called t&e builder %&ile I called t&e builder %&ile
(ou %ere a%a(' He gave (ou %ere a%a(' He gave
a a
little3 but ,s' 0>;3222 little3 but ,s' 0>;3222
6ust 6ust
%on?t do' %on?t do'
A$$%oa&h
A$$%oa&h
St%ateg'
St%ateg'

/o&ever) i# you &ould 'e /o&ever) i# you &ould 'e
&illing to split te di##erences) &illing to split te di##erences)
and make it Rs% BGA)AAA) &e and make it Rs% BGA)AAA) &e
can make a deal) providing you can make a deal) providing you
sign te paper and put do&n sign te paper and put do&n
your 5AH cas today% your 5AH cas today%
SPLI. .H* DI55*,*NC*
A&ad and Hassan
A&ad and Hassan
loo/ed
loo/ed
to%ards eac& ot&er and
to%ards eac& ot&er and
accepted %it& pleasure'
accepted %it& pleasure'
:ommunication Skills
:ommunication Skills
"
*ral :ommunication
*ral :ommunication
"
Non-ver'al :ommunication
Non-ver'al :ommunication
O%al (o))*ni&ation
O%al (o))*ni&ation
"
Prase te &ords properly+ it delivers%
Prase te &ords properly+ it delivers%
.%o priests %ere so addicted to so/ing t&at t&e(
desperatel( needed to puff on cigarettes even %&en t&e( pra(ed'
$ot& decided to as/ t&eir superior for perission to so/e'
.&e first as/ed if it %as o/a( to so/e %&ile pra(ing4
Perission %as denied' .&e second priest as/ed if &e %as
allo%ed to pra( %&ile &e %as so/ing' His superior found &is
dedication adirable and iediatel( granted &is re@uest'
"
7se simple language instead o# complex
7se simple language instead o# complex
terminology% /o&ever use #re.uent ,argons
terminology% /o&ever use #re.uent ,argons
&en negotiating &it your pro#essional
&en negotiating &it your pro#essional
counterpart%
counterpart%
"
Be as descriptive as possi'le% 8void
Be as descriptive as possi'le% 8void
generalities%
generalities%
Listening: a strong negotiation toolI
Listening: a strong negotiation toolI
"
Peraps te 'est strategy to adopt &ile te oter
Peraps te 'est strategy to adopt &ile te oter
side lets o## steam is to listen .uietly &itout
side lets o## steam is to listen .uietly &itout
responding to teir attacks%
responding to teir attacks%
"
>ou o#ten get more troug listening 'y #inding out
>ou o#ten get more troug listening 'y #inding out
&at te oter person &ants tan you do 'y clever
&at te oter person &ants tan you do 'y clever
arguments supporting &at you need%
arguments supporting &at you need%
"
Standard tecni.ues o# good listening are to pay
Standard tecni.ues o# good listening are to pay
close attention to &at is said) to ask te oter party
close attention to &at is said) to ask te oter party
to spell out care#ully and clearly exactly &at tey
to spell out care#ully and clearly exactly &at tey
mean) and to re.uest tat ideas 'e repeated i# tere
mean) and to re.uest tat ideas 'e repeated i# tere
is any am'iguity or uncertainty%
is any am'iguity or uncertainty%
Non-verbal
Counicatio
n
)ibes
S(bolic
Ho% soet&ing is
said instead of %&at is
said i'e' volue3 rate
and r&(t&3 silent
pauses3 sig&s etc'
5acial
e:pressions3 bod(
gestures3 dress
etc'
Ainesics Paralanguage
5eelings and
eotions
received fro
ot&ers t&roug&
t&eir bod(
actions
+o,' Lang*age
+o,' Lang*age
-hat it &o*l, )ean
-hat it &o*l, )ean
Avoiding e(e contact
Lac/ of confidence in bargaining
position
.r(ing to bull( or intiidate
9a/ing e:cessive e(e
contact
Lac/ of confidence in bargaining
position
5iddling %it& ob6ects suc&
as &air3 pencils3 or papers
Crossing and uncrossing
t&e legs
Ipatient B %ants to cut a deal
@uic/l(
Not receptive to (our bargaining
position
Aeeping legs and ars
crossed
"
Wen &e do not kno& oters) tere 'ody language
Wen &e do not kno& oters) tere 'ody language
remains te #irst source o# 'uilding image a'out
remains te #irst source o# 'uilding image a'out
tem%
tem%
"
Wat people say may 'e rein#orced or contradicted
Wat people say may 'e rein#orced or contradicted
'y te non-ver'al cues%
'y te non-ver'al cues%
"
Wen tere is no congruence 'et&een te ver'al
Wen tere is no congruence 'et&een te ver'al
and non-ver'al communication) reliance is placed
and non-ver'al communication) reliance is placed
on te non-ver'al aspect tat creates a credi'ility
on te non-ver'al aspect tat creates a credi'ility
gap on part o# te speaker la'eled as te Cnon-
gap on part o# te speaker la'eled as te Cnon-
ver'al liarD%
ver'al liarD%
$e careful3 actions spea/ louder t&an t&e %ordsC
$e careful3 actions spea/ louder t&an t&e %ordsC
Negotiation (ips
Negotiation (ips
4% 4% Do not underestimate your po&er% Do not underestimate your po&er%
5% 5% Do not assume tat oter party kno&s your &eaknesses% Do not assume tat oter party kno&s your &eaknesses%
6% 6% Don<t 'e intimidated 'y status% Don<t 'e intimidated 'y status%
B% B% Don<t 'e intimidated 'y statistics) precedents) principles) Don<t 'e intimidated 'y statistics) precedents) principles)
or regulations% or regulations%
@% @% ;ost negotiation &ill re.uire some concession making% ;ost negotiation &ill re.uire some concession making%
J% J% -t is a mistake to assume you kno& &at te oter party -t is a mistake to assume you kno& &at te oter party
&ants% &ants%
F% F% Never accept te 4 Never accept te 4
st st
o##er% o##er%
G% G% Don<t #ear to negotiate% Don<t #ear to negotiate%
:ommon mistakes to 'e avoided
:ommon mistakes to 'e avoided
4%
4%
-nade.uate Preparation
-nade.uate Preparation
5%
5%
-gnoring te give$get principle
-gnoring te give$get principle
6%
6%
7se o# intimidating 'eavior%
7se o# intimidating 'eavior%
B%
B%
-mpatience%
-mpatience%
@%
@%
Loss o# temper%
Loss o# temper%
J%
J%
(alking too muc) listening too little) and remaining
(alking too muc) listening too little) and remaining
indi##erent to 'ody language%
indi##erent to 'ody language%
F%
F%
8rguing instead o# in#luencing%
8rguing instead o# in#luencing%
G%
G%
-gnoring con#lict%
-gnoring con#lict%