NEGOTIATION TECHNIQUES Rob Bakx Twinning advisor

1. NEGOTIATION TECHNIQUESRob BakxTwinning advisor

2. NEGOTIATION SKILLS The ability to differentiate behavioral reactions and emotions

3. NEGOTIATION AS DEALING WITH DILLEMMAS • OPEN - CLOSED • FRIENDLY - HOSTILE • TOUGH - LENIENT • SEARCHING - MORE OF THE SAME • Toughness dilemma + Flexibility dilemma

4. NEGOTIATION AS DEALING WITH DILLEMMAS • Toughness dilemma • Tension between cooperative behavior versus fighting behavior • Flexibility dilemma • Tension between exploring negotiating versus avoiding negotiating

5. Cooperative Preserving harmony, avoiding disruption. In situations of opposed interests, this often leads to yielding. Important element of cooperative style is the perceived necessity to keep personal relations good above all else. Fighting Pursuing self-interest at the expense of others. Often focused on power. The fighter will resort to all available weapons (e.g. expertise, rank, financial sanctions) in order to win.

6. Exploring Trying to find a solution that satisfies the interest of the involved parties as much as possible. This means studying a subject to identify the underlying interests and exploring alternatives that satisfy them. Avoiding Resufing to take on the confrontation. E.g. in the form of diplomatic evasion, postponement, stubbornly sticking to one track ‘as a matter of principle’, or simply evading the entire situation.

7. NEGOTIATION AS DEALING WITH DILLEMMAS (Force field of primary impulses) Fighting Aggressive Cooperative Lenient Restraint Avoiding

8. Statements 1 2 3 4 5 6 7 1         I do my best to avoid tension Absolutely not Absolutely 2         I thoroughly go through a dispute with others Absolutely not Absolutely 3         I try to avoid conflicts between us Absolutely not Absolutely 4         I am very compliant Absolutely not Absolutely 5         I will search together for a solution that satisfies everybody Absolutely not Absolutely 6         Whatever it costs I will get my ideas through Absolutely not Absolutely 7         I acknowledge my loss Absolutely not Absolutely 8         ‘Mild words will soften the anger’ Absolutely not Absolutely 9         I will keep talking until we agree Absolutely not Absolutely 10       I will settle the case to my hand Absolutely not Absolutely 11       I avoid disagreement as much as possible Absolutely not Absolutely 12      I explore the mutual points of view until we solved all problems Absolutely not Absolutely 13       An uncomfortable occurance I will cover with the cloak of charity Absolutely not Absolutely 14       I hold on to a principle until it will be done my way Absolutely not Absolutely 15       I trivialize problems Absolutely not Absolutely 16       I always show that I am right Absolutely not Absolutely 1 2 3 4 5 6 7

9. Exploring the jovial the agressive style style -------------------------------------------- the ethical the analytical style style Fighting Cooperating ------------------------------ Avoiding

10. The Jovial (co-operative)Style Endearing, appealing, positively influences the sphere, strong in building good relations,sensitive for arguments of the other person, flexibel Less effective side: Avoids trial of strength; poor defence; becomes unclear and hesitating Behavior during conflicts: Agrees, even if he believes that is unreasonable; denies conflict

11. The Ethical (convincing)Style Trust in others; basis in common interests; principles and ideals; forwards solid proposals; not to be influenced; preserves his independent thinking Less effective side: Preaching, withdrawal, gets disappointed and inaccessible for new possibilities, lost his ‘change’ Behavior during conflicts: Holds on, because he fundamentally is right, or gives up discouraged or is ruled out

12. The Agressive (agile) Style Takes initiative and the lead, also within his team; plays along with unexpected occurances and new developments; keeps negotiations going, even if it hardens Less effective side: Bossy; little chance for others; gets impulsive; creates confusion; can get across as an opportunist Behavior during conflicts: Pushing; fight the conflict to an end; fight like a fighting cock

13. The Analytical (agressive) Style Good use of hard facts and figures; logical reasoning; focus on quality of arguments; creates clear and logical procedures; brings clarity; controls the principles; preserves overview; has it all in line Less effective side: Stays on the same track; lack of feeling for the atmosphere of discussion; sticks to ‘old’ arguments and points of view Behavior during conflicts: Continuously gathers evidence that he is right; becomes stubborn and inaccessible

14. EXAMPLES • You don’t like the proposal and immediately react with criticism or • a counter proposal. It is more constructive to first ask for clarification or to wrap up your criticism in the form of a question.

15. EXAMPLES • You’re annoyed and show an irritable, cool behavior. In general it is better to put your annoyance in words: “I am sorry, but I can’t help saying, that……”.

16. Mixing conflicting impulses • Voicing one’s demands with consideration for the • interest of others • Being friendly without giving in • Inventiveness in designing creative solutions while • retaining to one’s preferences • Being hard on issues, soft on persons

17. Main elements of the negotiating model Realizing one’s material interests Influencing the power balance Effective negotiating Promoting a constructive climate Obtaining flexibility

18. PREPARING NEGOTIATIONS • Interests and goals • Balance of power • Climate • Procedural flexibility • Constituency

19. Negotiation techniques • Time • Impasses • Questions and answers • Adjourning • Ambition • Concessions • Agenda • Power of persuasion • Limit yourself in your arguments • Limit yourself in debating • Keep in touch with your emotions

20. Negotiating as emotion management W.F.G. Mastenbroek Holland Business Publications, 2002 Heemstede, Netherlands ISBN 90-74885-21-7