Negotiation and your career
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. . Negotiation and Your Career. Sally Schmall , MSW, SPHR Academy Coaching http://AcademyCoaching.com [email protected] Negotiations. . . We negotiate every day. We all have a style of negotiation. Competitive. Cooperative. Negotiation styles. C ompetitive.

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Negotiation and Your Career

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Negotiation and your career

.

Negotiation and Your Career

Sally Schmall, MSW, SPHR

Academy Coaching

http://AcademyCoaching.com

[email protected]


Negotiations

Negotiations

.


We negotiate every day

We negotiate every day


We all have a style of negotiation

We all have a style of negotiation

Competitive

Cooperative


Negotiation styles

Negotiation styles

Competitive

Cooperative

Initiates granting concessions

Vulnerability to exploitation

  • A high initial demand

  • Likelihood of impasse


Both the competitive and cooperative strategies focus on the opposing positions

Both the competitive and cooperative strategies focus on the opposing “positions”

Each negotiator attempts to achieve as many concessions from the other as possible.


Principled negotiation harvard negotiation project

PRINCIPLED NEGOTIATION – HARVARD NEGOTIATION PROJECT

  • It is a strategy largely based on problem-solving or integration

  • The style is hard on the merits, soft on the people


Principled negotiation s ets o ut t o

Principled negotiation sets out to:

  • Separate the people from the problem

  • Focus on interests, not positions

  • Generate a variety of possibilities before deciding what to do

  • Insist that the result be based on some objective standard


Separate the people from the problem

SEPARATE THE PEOPLE FROM THE PROBLEM

Perception

Emotion

Communication


Conversation starters

Conversation starters

  • “I value our relationship, and hope you know that my goal is to create a solution that doesn’t compromise our working relationship.”


Focus on interests not positions

FOCUS ON INTERESTS, NOT POSITIONS

How to identify interests


Conversations starters

Conversations starters

  • “What do we think we really are trying to achieve?”

  • “Who else needs to share this aim for this project to succeed?”


Talking about i nterests

Talking About Interests

Getting someone’s attention


Conversation starters1

Conversation starters

  • “What would it take to “bury the hatchet” enough to be open to a different relationship?


Invent options for mutual gain

INVENT OPTIONS FOR MUTUAL GAIN

Broaden your options


Conversation starters2

Conversation starters

  • “If you had to come up with different solutions what would be your preferred top 3?”


Insist on using objective criteria

INSIST ON USING OBJECTIVE CRITERIA

Deciding on the basis of will is costly


Conversation starters3

Conversation starters

  • “How can we work together to identify sources of objective criteria before we discuss options?”

    • As an example, in negotiating to purchase a particular car, we would want to look at what that car sells for at other dealerships.

    • What do similar cars sell for?

    • What does the blue book (or red book if applicable) say the price should be?

    • What is the previous year’s model selling for?


Yes but

"YES, but..."

  • What if they are more powerful?

    • Know your BATNA (Best Alternative to Negotiated Agreement)

    • The better your BATNA, the greater your power

    • Consider the other side's BATNA


Summary

Summary

  • Redefine "winning“

  • Seek options and the solution will follow

  • Learn from doing—practice, practice, practice


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