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Negotiations: Criteria for Achievement Measuring

Negotiations: Criteria for Achievement Measuring. PREPARAT ION . ACH I EVEMENT. TO CONDUCT. OBSERVE . Некоторые общ е- принятые показатели успеха в переговорах Some Common Measures of Success. To achieve maximum concessions from another party

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Negotiations: Criteria for Achievement Measuring

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  1. Negotiations: Criteria for Achievement Measuring PREPARAT ION ACH I EVEMENT TO CONDUCT OBSERVE

  2. Некоторыеобще- принятыепоказателиуспеха в переговорах SomeCommonMeasuresofSuccess • To achieve maximum concessions from another party • To make other party to overstep its last line in negotiations • Get the last cent out of the other party • Remain equally dissatisfied • To avoid conflict • To make some deal whatsoever

  3. Интересы часто лежат под поверхностью Interests are not always seen at the surface Позиции Position Заключения Conclusions Ценности Наблюдения Values Observations Желания Восприятие Wishes Perception Предположения Assumptions Раны Потребности Wounds Demands Убеждения Convictions

  4. COMMUNICATION RELATIONSHIP INTERESTS VARIANTS CRITERIA If “YES” If “NO” COMMITMENTS ALTERNATIVES

  5. Переговоры: Критерии успеха Negotiation: Criteria for Measuring Success • Agreement or result achieved: • 1. Better than our BAPA – the best ALTERNATIVE to potential agreement • 2.Satisfies INTERESTS: • INTERESTS POSITIONS • Our – good • Their – at least, acceptable • Others – at least, bearable • 3. Does not leave any mutually profitable decisions: is one of the best VARIANTSamong variety • 4. Fair – parties consider the result to be rightful and reasonable with relation to objective CRITERIA • 5. Provides well-planned, realistic and feasible OBLIGATIONS • 6. Achieved by effective way – obvious efficient COMMUNICATION • 7. Helps to establish good labor RELATIONS among parties

  6. Clarify INTERESTS , not positions • Ask “Why?”, “Why not?” • Focus on mutual interests, study diverse interests • Advert to CRITERIA and new ALTERNATIVES in the case of competitive interests • Develop VARIANTS for achieving mutual benefit • Divide processes of working up and taking decisions • Develop possibilities by “brainstorming” – with no appraisals, obligations or ascribing ideas to particular people Руководствопопереговорам Guidelines for Negotiation

  7. Use CRITERIA for better capabilities assessment • Ask “Why is it fair?” • Advert to fair procedures • Use a test of “counter effect” (how do you feel in their place?) • Undertake OBLIGATIONS in the end of the process • First discuss, then take a decision • No obligations before comprehensive study of interests and variants • Think over how as well as what • Make them feel they are involved into a result by involving them into the process Руководство по переговорам (продолжение) Guidelines for Negotiation (cont.)

  8. Determine your own Best Alternative to Potential Agreement (BAPA) • Assess their BAPA • Assess feasibility of both BAPA • Establish effective bilateral COMMUNICATION • Listen carefully and ask questions • Balance the support of interests and their studying • Explain your views, explore their views • Represent what you say taking into account what they will perceive Руководство по переговорам (продолжение) Guidelines for Negotiation (cont.)

  9. Руководство по переговорам (продолжение) Guidelines for Negotiation (cont.) • Separate people from problems • Deal with RELATIONSHIPS and a subject of negotiations in a form they require • Attack a problem, not people • Use humane methods when dealing with human problems

  10. Rules for Negotiations • Consent is not a necessity; • - Inwardly, make up a goal consisting of 7 elements. • 2. Perform your role but don’t play it. • 3. Keep your notes in secret. • 4. Avoid making new strong arguments.

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