UNDERSTANDING OF NEGOTIATION

Negotiation is a process of dealing with an issues or problem. The process apprehends conflict.

While encounter conflict - foremost decision to be taken; a. to negotiate a conflict or b. to avoid conflict.
If you choose to engage the conflict and negotiate a solution, you need to prepare to do so. Lets find out what information deals with planning considerations.

Information deals with planning consideration

1. Conflict relationship 2. Goals: 3. Issues: 4. Analysis of the other party: 5. Strategic considerations:

6. Negotiation environment:
7. Negotiation Process:

1. Conflict Relationship : a. What kind of conflict is this likely to be? b. Are resources limited and fixed? c. Is it possible for all parties to achieve their goals? d. What has been the nature of my relationship with the other party in the past?

e. How might that affect the current negotiations?

f. What kind of future relationship do I want with this party? g. Am I negotiating just for myself? h. Am I representing the interests of others?

i. Is the other party negotiating for his own / others interests? _______________________________________

2. Goals : a. What are my definite goals in the negotiation?

b. What definite goals are most important (priorities)? c. What are my low-priority goals in the negotiation? d. What low-priority goals are important in order of its priority?

e. What is the relative importance of low-priorities to high-priorities? f. What low / high priorities for other party?

g. Can I be open about the low-priorities of concerns?

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3. Issues: a. What will be the major issues at stake in this negotiation?

b. Do I have all the information I need on each of these issues? If not, where can I get it? c. Are some issues likely to appear fundamentally non-negotiable? d. What issues have higher priority and lower priority for me?

e.

What issues outcome?

Whether possible?

have

mutually

beneficial

f.

solutions

to

mutual

beneficial

g. Can issues be linked together or packaged?

h. What concerns (if any) can be conceded?

i. Are issues complex & should they be scaled down into smaller issues (fractionated)?
j. Given my goals, assumptions, and information about the other party, what settlements are possible from this negotiation?
i. What is the best settlement I could expect-ideal point? ii. What would be a "fair / reasonable" deal-target point? iii. What would be minimally acceptable outcome (resistance point), beyond which I would prefer no agreement? Note: Anticipated settlements can be determined issue by issue and / or for the negotiation overall.

4. Analysis of the other party: a. What are the other party's major relevant characteristics? (experience, age, gender,
background, etc.)

b. What is the other party's reputation and style?

c. How has the other party negotiated (with me or with others) in the past?

d. How might I tentatively characterize the other party? ( as a colleague / partner / adversary /
rival / opponent / enemy) Note: i. do not develop fixed perceptions; ii. avoid a "self-fulfilling prediction.

e. What are the other party's goals and issues? f. How might the other party define the conflict strategically? (e.g., distributive /
competitive / integrative / problem- solving)

g. Can I trust the other party to some degree?

h. How do I think the other party regards: i me as a negotiator ? ii. my goals are important? or iii. my issues are more relevant ? i. What authority does the other party have to make decisions?

5. Strategic Considerations: a. What is my power in this negotiation?

i. What sources of power (resources) could I draw upon if necessary? ii How dependent is the other party upon me? iii. How dependent am I on the other party? v. How committed is the other party to outcomes and control? v. What is the degree of my commitment?

b. How can I influence the other party?

c. What are my strongest persuasive appeals and arguments?

d. How will the other party likely to try to influence me? e. What are the other party's persuasive appeals and arguments? strongest

f. What are the weakest points in my overall position and on specific issues?

g. What are the weakest points in the other party's overall position and on specific issues?

h. At this point, should I modify my goals / issues in any way?

6. Negotiation Environment:
a. Where will the negotiation take place?

b. Which party "owns" or controls the site?

c. Is a neutral site preferable? d. Is the negotiation setting formal or informal?

e. What are the physical arrangements of the site?

f. What is the distance between parties?

g. Does the physical arrangement suggest atmosphere and status concerns?

h. How does the negotiate setting relate to my preferred strategy? i. Does the negotiation face time constraints? Do deadlines exist?

7. Negotiation Process: a. Before the negotiation begins, do procedural rules need to be discussed?
a. Should an agenda be set? b. What are my most important concerns regarding procedures, rules, and an agenda?

b. What kind of strategy do I want to use in this negotiation? (distributive, collaborative, compromise,
or a mixed strategy)

c. What type of tone or climate do I need to maintain?

d. How do I need to get the other negotiator to do to make this strategy work?
e. How can I influence the other party and what tactics can I use to maintain this strategy? f. If my strategy or plan does not work, what is my fall-back option? g. What is my Best Alternative to a Negotiated Agreement? ---------------------------------

Separate people have separate needs

> Negotiation may face emotions & perceptions.

> Put yourself into the other's shoes so they both will understand each other's point of view.

> This identifies differences in perceptions, recognizes / understands emotions at both ends.

> Focus on interests, rather than positions. people from opposite positions, may have common interests.
> While negotiating, write-down each group's interests as they are discovered.
Note: Emotional Interests involve important human needs: (security, economic well-being, a sense of belonging, recognition) and they are difficult to negotiate take better attention.

Develop optional solutions.

> Try to meet as many of each side's interests as possible. > Start by inviting all sides to brainstorm ideas before reaching a decision.
Some obstacles to developing innovative options are: * Judging and rejecting prematurely * Searching for a single best answer * Putting limits on scope or vision * Considering only your own interests

To overcome these obstacles

a. view the situation through the eyes of different partners.

b. Focus on shared interests to make the process smoother for all involved. c. Look for meaningful opportunities, not simple solutions.

Thank You