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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

.

Negotiation and Your Career

Sally Schmall, MSW, SPHR

Academy Coaching

http://AcademyCoaching.com

[email protected]




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 opposing “positions”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 opposing “positions”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 opposing “positions”

Perception

Emotion

Communication


Conversation starters
Conversation starters opposing “positions”

  • “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 opposing “positions”

How to identify interests


Conversations starters
Conversations starters opposing “positions”

  • “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 opposing “positions”About Interests

Getting someone’s attention


Conversation starters1
Conversation starters opposing “positions”

  • “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 opposing “positions”

Broaden your options


Conversation starters2
Conversation starters opposing “positions”

  • “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 opposing “positions”

Deciding on the basis of will is costly


Conversation starters3
Conversation starters opposing “positions”

  • “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, opposing “positions”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 opposing “positions”

  • Redefine "winning“

  • Seek options and the solution will follow

  • Learn from doing—practice, practice, practice


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