Unit 6 participation negotiation consensus building
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UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING. Some Negotiation Skills. Keith Allred: Being persuasive; Maintaining strong relations with the other party; Making your reasoning clear for the positions you advocate. Some Negotiation Skills. Keith Allred:

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UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING

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Unit 6 participation negotiation consensus building

UNIT 6: PARTICIPATION, NEGOTIATION & CONSENSUS BUILDING


Some negotiation skills

Some Negotiation Skills

  • Keith Allred:

    • Being persuasive;

    • Maintaining strong relations with the other party;

    • Making your reasoning clear for the positions you advocate.

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Some negotiation skills1

Some Negotiation Skills

  • Keith Allred:

    4. Understanding the other party’s interests and communicating that you appreciate their perspective;

    5. Recognizing the relative importance of issues to the other party, as well as which interests you share with them and which conflict;

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Some negotiation skills2

Some Negotiation Skills

  • Keith Allred:

    6. Generating options that effectively address the party’s interests;

    7. Apologizing for problems or harms for which you are responsible;

    8. Avoiding inappropriate blaming of the other party for problems which arise;

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Michael watkins principles of persuasion

Michael Watkins’ Principles of Persuasion

1. Invoke the common good:

  • emphasize collective benefits and downplay individual costs;

    2. Make connections to core values:

  • sell your ideas by linking them to cherished values (e.g, independence, respect, and innovation);

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Michael watkins principles of persuasion1

Michael Watkins’ Principles of Persuasion

3. Heighten concerns about loss or risk:

  • Emphasize what makes your proposals less risky than other alternatives;

    4. Apply the power of contrasts to make requests seem more reasonable:

  • ask for a great deal initially and then retreat to a more reasonable request.

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Michael watkins principles of persuasion2

Michael Watkins’ Principles of Persuasion

5. Strategically narrow or broaden the focus:

  • frame a choice that could be construed as setting an undesirable precedent as an isolated situation independent of other choices;

    6. Neutralize toxic issues:

  • Table them or make up-front commitments that allow you to move on to other issues where you can generate momentum;

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Michael watkins principles of persuasion3

Michael Watkins’ Principles of Persuasion

7. Refute counter-arguments in advance:

  • Anticipate their major reservations and address them preventively;.

    8. Give your counterparts a script to persuade their constituents:

  • Equip those you are persuading to persuade their constituents (e.g., their bosses, peers, allies, etc)

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Positions vs interests

Positions Vs. Interests

  • What are Positions?

    • The demands the negotiating parties make

  • What are Interests?

    • The motivations behind the demands made by the parties

  • What does it mean to negotiate on a) Positions and b) Interests

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Positions vs interests1

Positions Vs. Interests

Why is it Desirable to have Parties Negotiate on Interests instead of Positions?

  • It presents opportunities for collective problem-solving rather than contest

  • It is also an opportunity to arrive at win-win solutions

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Fisher ury s principled negotiation

Fisher & Ury’s Principled Negotiation

  • Consists of 4 principles

  • Separate the People from the Problem.

  • Focus on Interests, not Positions

  • Generate a variety of Options before deciding what to do

  • Base the selection of options on some objective Criteria

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Fisher ury s principled negotiation1

Fisher & Ury’s Principled Negotiation

Separating People from Problem:

  • No big assumptions about the other side’s intentions

  • Don’t entangle relationships with the problem.

  • Discuss perceptions, let each side blow off steam

  • Listen actively to what is being said.

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Fisher ury s principled negotiation2

Fisher & Ury’s Principled Negotiation

Focusing on Interests(instead of Positions)

  • Acknowledge interests as part of problem‐solving

  • Ask “why” questions to uncover concerns hidden behind positions

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Fisher ury s principled negotiation3

Fisher & Ury’s Principled Negotiation

Generating Options

  • Don’t immediately narrow down to specific terms or positions

  • Make time to brainstorm without judging

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


Fisher ury s principled negotiation4

Fisher & Ury’s Principled Negotiation

Basing selection of options on Objective Criteria

  • Criteria that are relevant and acceptale to the parties.

  • E.g. moral standards, equity, efficiency, etc.

PARTICIPATION, NEGOTIATION & CONSENSUS BLDNG


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