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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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slide1
Negotiating

Across

Borders

Catherine Lee, clee@cdlassociates.com

www.cdlassociates.com

objectives
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
harvard business review
“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
power
“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
trust
Trust

TRUST = CONFIDENT EXPECTATIONS

What builds Trust?

trust1
Trust
  • Two Essential Ingredients for Initiating TRUST
    • VULNERABILITY
    • CONSISTENCY
influence
Influence

How can you move someone in your direction?

getting the mandate the negotiation process

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

process for preparation of a negotiation
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
1 determine the objective
1. Determine the Objective
  • Expectations of outcome —What will you walk away with?
  • Specific results needed
  • Short term results placed in long term plan
2 identify and rank issues
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
3 set parameters
3. Set Parameters
  • Determine range vs. fixed target
  • Where to start
  • When to walk or close

Fixed Target

Target

Best

Worst

aspiration levels
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
aspiration levels cont d
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)
russian proverb
Russian Proverb

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

4 develop your strengths
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.
5 brainstorm alternatives
5. Brainstorm Alternatives
  • As many alternatives as possible
  • Brainstorm options for each issue
  • Valuable to other side
  • Power in number of alternatives
the art of war by sun tzu
“The Art of War” by Sun Tzu
  • First Rule
    • Avoid War
  • Second Rule
    • Offer Options
slide20
Logic

Is Not

Persuasive

behaviors in negotiating

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.

negotiating behaviors creative problem solving

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
influencing behaviors valuing differences

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
behaviors to use and avoid
Use

Clarifying and Summarizing

Requesting Information

Expressing Feelings

Behavior Alert(Except Disagreeing)

Avoid

Ranklers

Counters

Attacking

ReasonOverload

Behaviors to Use and Avoid
building model
Options for handling ideas:Building Model

Suggestion

No

Yes

Agree?

Support

Disagree

building model1
Options for handling ideas:

Suggestion

No

Yes

Agree?

Support

Disagree

Build

Counter

Building Model
building model2
Options for handling ideas:

Suggestion

No

Yes

Agree?

Find Flaw

Support

Disagree

Patch Flaw

Build

Counter

Building Model
john wayne is dead
John Wayne is Dead
  • Most Difficult Negotiators
    • Our Side and their side
    • Straightforward vs. Silent Types
    • Empathy with questions.
    • Value the difference
recommended reading
Recommended Reading
  • The New Rules Of International Negotiation: Building Relationships, Earning Trust, And Creating Influence Around The World
          • Catherine M. Lee