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Negotiating Across Borders Catherine Lee, clee@cdlassociates.com www.cdlassociates.com

Negotiating Across Borders Catherine Lee, clee@cdlassociates.com www.cdlassociates.com. To present a process for preparing a negotiation To delineate the impact of behavior on outcome and how to manage your behavior to influence across cultures. Objectives.

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Negotiating Across Borders Catherine Lee, clee@cdlassociates.com www.cdlassociates.com

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  1. Negotiating Across Borders Catherine Lee, clee@cdlassociates.com www.cdlassociates.com

  2. To present a process for preparing a negotiation To delineate the impact of behavior on outcome and how to manage your behavior to influence across cultures. Objectives

  3. “If you don’t negotiate for your salary, they walk away happy that they paid you less, but wonder why they hired you.” — Hannah Riley Bowles and Kathleen McGinn Harvard Business Review

  4. “All power is based on perception. If you think you’ve got it, then you’ve got it. If you think you don’t have it, even if you have it, then you don’t have it.” — You Can Negotiate Anything, Herb Cohen Power

  5. Trust TRUST = CONFIDENT EXPECTATIONS What builds Trust?

  6. Trust • Two Essential Ingredients for Initiating TRUST • VULNERABILITY • CONSISTENCY

  7. Influence How can you move someone in your direction?

  8. Perspective Taking—Whose Point of View

  9. Validate Needs and Wants Manage Behaviors Maintain Collaborative Climate Secure Agreement Internal Negotiation Plan/ Strategize Sell Agreement to Mandate Team Collect Data Get Mandate Getting the Mandate:The Negotiation Process External Negotiation Need Implementation

  10. Process for Preparationof a Negotiation Five Steps in the Preparation Process • Determine the objective • Identify and rank the issues –yours and theirs • Set the parameters • Develop your strengths • Brainstorm alternatives

  11. 1. Determine the Objective • Expectations of outcome —What will you walk away with? • Specific results needed • Short term results placed in long term plan

  12. 2. Identify and Rank Issues • List all issues • Assign priorities to issues • Determine which are negotiable and which are non-negotiable • Decide which are “musts” vs. “wants” • Identify other party’s issues and priorities

  13. 3. Set Parameters • Determine range vs. fixed target • Where to start • When to walk or close Fixed Target Target Best Worst

  14. Is there a relationship between aspiration levels and success? Finding: Persons with higher aspiration levels won awards. Finding: Skilled negotiators with high aspiration levels were big winners regardless of whether they had power. Aspiration Levels

  15. Finding: Persons with high aspirations were winners in every case where they opposed low aspirants. It did not matter if they were unskilled or had less power. — The Negotiating Game,Dr. Chester L. Karass Aspiration Levels (Cont’d)

  16. Russian Proverb “There are two fools in every market: One asks too little, one asks too much.”

  17. 4. Develop Your Strengths You benefit from knowing your own strengths by being able to: • Offer viable options. • Know what concessions can be made. • Leverage better for what you need. • Strategically plan timing, order of priority, and concessions.

  18. 5. Brainstorm Alternatives • As many alternatives as possible • Brainstorm options for each issue • Valuable to other side • Power in number of alternatives

  19. “The Art of War” by Sun Tzu • First Rule • Avoid War • Second Rule • Offer Options

  20. Logic Is Not Persuasive

  21. Behaviors Motives Intentions Beliefs Perceptions Attitudes Personality Feelings Behaviors in Negotiating Observable behaviors— what a person says and does— reveal only 10% of who that person is.

  22. Interpersonal Impact Business Impact Negotiating Behaviors Express Feelings Behavior Alert Indicate Disagreement Rankle Attack Reason Overload Counter Builds Trust Creates Open Climate Open & Honest Increases Clarity     Irritates Antagonizes Stalls Negotiation Reduces Trust     Increases Risk Seen as Unwilling   Less Chance to Agree Complicates Negotiating Behaviors: Creative Problem Solving

  23. Interpersonal Impact Business Impact Influencing Behaviors Ask Probe AcknowledgeClarify Summarize Build BehaviorAlert Perceived Interest in Others More Harmony Better Solutions     Listening Reinforcement Reduces Error Improves Quality     Builds a Foundationfor Trust Maintains Relationships   Influencing Behaviors: Valuing Differences

  24. Use Clarifying and Summarizing Requesting Information Expressing Feelings Behavior Alert(Except Disagreeing) Avoid Ranklers Counters Attacking ReasonOverload Behaviors to Use and Avoid

  25. Options for handling ideas: Building Model Suggestion No Yes Agree? Support Disagree

  26. Options for handling ideas: Suggestion No Yes Agree? Support Disagree Build Counter Building Model

  27. Options for handling ideas: Suggestion No Yes Agree? Find Flaw Support Disagree Patch Flaw Build Counter Building Model

  28. John Wayne is Dead • Most Difficult Negotiators • Our Side and their side • Straightforward vs. Silent Types • Empathy with questions. • Value the difference

  29. Recommended Reading • The New Rules Of International Negotiation: Building Relationships, Earning Trust, And Creating Influence Around The World • Catherine M. Lee

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