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Negotiation workshop CZ.1.07/2.2.00/07.0029

Negotiation workshop CZ.1.07/2.2.00/07.0029. How to come to a yes. Like any decision. A appreciate you need to negotiate S specify WWW WWH K causes problem? opportunity? S solutions generate; select I implement plan; prepare R review satisfactory outcome

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Negotiation workshop CZ.1.07/2.2.00/07.0029

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  1. Negotiation workshop CZ.1.07/2.2.00/07.0029 How to come to a yes

  2. Like any decision • A appreciate you need to negotiate • S specify WWW WWH • K causes problem? opportunity? • S solutions generate; select • I implement plan; prepare • R review satisfactory outcome • L learn to improve

  3. Exercise 1: Negotiate if… • Your 3 points

  4. Negotiate if… • Best approach available • Time • Options • Willing • Confident • Prepared • … to lose!?

  5. Need to negotiate • Optimum outcome • Acceptable to all • Approval • Awareness • Involvement • Commitment

  6. Plan Scope and scale Type e.g. quantitative or qualitative Facts, rules, norms Need for decision Urgent or phased ‘Big bang’ or softly, softly Decision criteria Potential to pre-empt

  7. Plan Outcomes • Ideal • Fair • Fallback / crucial • Reject • Packages • Trade-offs

  8. Prepare • Style,format,content • Location, layout • Time, duration • 1-2-1? • Formal? • Types of input

  9. Exercise 2: Dicey Business • Teams of say 4-6 • Running a business • Which will be most successful?

  10. Dicey Business Feedback • How successful were you? • Why? • Did you establish the facts? • Did you use them?! • What forms of negotiation occurred? • Was it appropriate?

  11. Types of Outcome

  12. win-lose negotiation • Tempting • Temporary feeling of superiority • BUT the other party is NOT your enemy • Likely to ruin long-term relationship • Loser unlikely to want to work with you again • May seek to avoid carrying out agreement • Be uncooperative and legalistic • May seek revenge

  13. Leadership Fitness See-saw Globally Fit Leadership ‘WINNERS’ ‘LOSERS’ Diabolical Leadership John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

  14. Psychology • Fit their image • Ask for more than you need • Charm offensive • ‘sell’ your solution to them • Emotional intelligence: - what approaches work with them?

  15. Body Language

  16. Exercise 3: Body Language Show me… • You are enjoying the session • You feel unclear about what is being discussed • You think you will lose out • You feel confident and relaxed • You want to be left alone • Something else – see if I get the message

  17. Negotiating successfully • explore each person’s position • seek a ‘win-win’ • mutually acceptable compromise • Balanced optimum outcome • Don’t assume you know the other’s goals • Seek out their hidden agendas / concerns • Be prepared to trade / negotiate / compensate

  18. Negotiate with the ‘right’ person • With the power to decide and implement • Similar attitudes • Receptive to change • Mutual respect • Owes you a favour

  19. State your case • Emphasise areas of agreement • Explain your position • Need for a positive outcome • Consequences of failure • Assumptions – state and challenge • Be constructive and flexible

  20. Exercise 3: Save the Planet • My world is falling apart! • Please help put it back together

  21. Emotions / feelings • Before • During • Short term • Long term

  22. Keep smiling John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

  23. Exercise 4: Transaction Analysis • Read the handout • Discuss with your group • Prepare a scenario for another group to tackle - from both sides

  24. John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

  25. The Embedded Values Cycle

  26. Concepts of MisLeadership and Globally Fit Leadership (GFL) Category of Element MisLeadershipof GFL Missing Decision Making Misguided ` Global Perspective Misinformed New Paradigm Machiavellian Contemporary Mission john.rayment@anglia.ac.uk

  27. The Global Fitness Framework Organic Level O3 Society O2 Group O1 Individual Holistic Depth H3 Spiritual H2 MentalH1 Physical F1 F2 F3 Strength Stamina Suppleness Fitness Plane john.rayment@anglia.ac.uk

  28. Misinformed versus New Business Paradigm GIGO Challenge assumptions Seek the truth Beware MisLeadership by others John Rayment Anglia Ruskin john.rayment@anglia.ac.uk

  29. Machiavellian versus Contemporary Mission • Where leaders make decisions to achieve their / their organisation’s mission • knowing these decisions will result in overall harm to humanity • We say this is being Machiavellian and deliberate MisLeadership • BUT is it necessarily wrong?? john.rayment@anglia.ac.uk

  30. EFMD 3/6/2011 • Eric • Global Era 1989 > • Poverty reduction • ITC revolution • Wider / deeper Europe • WTO growth 90 > 153 • Global markets goods, capital, technology

  31. Capitalism: the one and only • China, India, Soviet area; • Arab spring

  32. Failures • Polarisation • Ignorance, poverty, disease • Ethnic, culture tensions / wars • Capitalism crisis • Growing insecurity • Weak government • Environmental catastrophes

  33. Contexts • Legitimacy of elites questioned • Business leaders / politicians / professors • Inadequate reaction to issues: courses on ethics; new laws > better lawyer • Is there a pilot in the cockpit? • Education / knowledge creation vital • 12000 BS global; 90000 MBA students in UK

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