Develope and Practice Negotiation Skills

BOOKKEEPING NC III
SUMMARY OF COMPETENCIES
No. Unit of Competency Module Title Code
Lead workplace Leading workplace

communication 500311109
1 communication
2 Lead small team Leading small team 500311110
3 Develop and practice Developing and practicing

500311111
negotiation skills negotiation skills
4 Solve problems related Solving problems related to

500311112
to work activities work activities
5 Use mathematical Using mathematical concepts

concepts and and techniques 500311113
techniques
6 Use relevant Using relevant technologies

500311114
technologies
Date Developed: Document No.

Bookkeeping June 4, 2018 Issued
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Develop and Developed by: TESDA-
1 of
Practice Maria Corazon Anastacia P. Muñiz A.P.I
51
Negotiation Skills Revision
No. 00
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL
Welcome!
The unit of competency, "Develop and Practice Negotiation Skills", is
one of the Basic competencies of BOOKKEEPING NCIII.
In this module, you are required to go through a series of learning activities

in order to complete each learning outcome. In each learning outcome are
Information Sheets, Self-Checks, Job Sheets and Performance Criteria
Checklist. Follow and perform the activities on your own. If you have questions,
do not hesitate to ask for assistance from your trainer.
Remember to:
• Work through all the information and complete the activities in each section.
• Read information sheets and complete the self-check. Suggested references
are included to supplement the materials provided in this module.
• Most probably, your trainer will also be your supervisor or manager. He is
there to support you and show you the correct way to do things.
• You will be given plenty of opportunities to ask questions and practice on the
job. Make sure you practice your new skills during regular work shifts. This
way, you will improve your speed, memory and your confidence.
• Use the Self-Checks at the end of each section to test your own progress. Use
the Performance Criteria Checklist found after the sheet to check your own
performance.
• When you feel confident that you have had sufficient practice, ask your
Trainer to evaluate you. The results of your assessment will be recorded in
your Progress Chart and Accomplishment Chart.
You need to be competent in this module before you can perform the next
module.

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RECOGNITION OF PRIOR LEARNING (RPL)
You may have some or most of the knowledge and skills covered in this
learner’s guide because you have:
• Been working for some time.

• Already completed training in this area.
If you can demonstrate to your trainer that you are competent in a

particular skill, you don’t have to do the same training again.
If you feel you have some of the skills, talk to your trainer about having
them formally recognized.
If you have qualification or Certificate of Competency from previous

training present it to your trainer.
If the skills you acquired are still relevant to the module, they maybe
become the part of the evidence you can present for RPL.
At the end of this module is a Trainer’s Record Book. Use this to record
important dates, jobs undertaken and other workplace events that will assist you
in providing further detail to your trainer or assessors.
A Record of achievements is also provided for your trainer to fill-up once

you completed the module.

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MODULE CONTENT
UNIT OF COMPETENCY : Develop and Practice Negotiation Skills
MODULE TITLE : Developing and Practicing Negotiation

Skills
MODULE DESCRIPTOR :
This module covers the knowledge, skills and attitude required to collect
information in order to negotiate to a desired outcome and participate in the
negotiaion.
NOMINAL DURATION : 2 Hours
SUMMARY OF LEARNING OUTCOMES:
Upon completion of this module, the student/learner must be able to:
LO1. Plan Negotiations

LO2. Participate in negotiations
SUMMARY OF ASSESSMENT CRITERIA:
1. Information on preparing for negotiation is identified and included in the plan.

2. Information on creating non-verbal environments for positive negotiating is
identified and included in the plan
3. Information on active listening is identified and included in the plan
4. Information on different questioning techniques is identified and included in
the plan.
5. Information is checked to ensure it is correct and up-to-date.
6. Criteria for successful outcome are agreed upon by all parties
7. Desired outcome of all parties are considered
8. Appropriate language is used throughout the negotiation
9. A variety of questioning techniques are used
10. The issues and processes are documented and agreed upon by all parties
11. Possible solutions are discussed and their viability assessed
12. Areas of agreement are confirmed and recorded
13. Follow-up action is agreed upon by all parties

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LEARNING OUTCOME SUMMARY
LEARNING OUTCOME No. 1: Plan Negotiations
CONTENTS:
1. Collecting Information
2. Preparing for Negotiation
3. Positive Negotiating
4. Creating non-verbal environments
5. Different questioning techniques
PERFORMANCE CRITERIA:
1. Information on preparing for negotiation is identified and included in the plan.
2. Information on creating non-verbal environments for positive negotiating is
identified and included in the plan
3. Information on active listening is identified and included in the plan
4. Information on different questioning techniques is identified and included in
the plan.
5. Information is checked to ensure it is correct and up-to-date.
CONDITIONS:
The students/trainees must be provided with the following:
Room with facilities necessary for the negotiation process

Human resources (negotiators)
METHODOLOGY:
 Lecture
 Group Discussion
 Practical application
ASSESSMENT METHODS:
 Written
 Interview
 Demonstration

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LEARNING EXPERIENCES
LO No. 1
PLAN NEGOTIATIONS
Learning Activities Special Instruction
Read Information Sheet 3.1-1 on Read the information sheet. After reading
Collecting Information the learner is encourage to answer self-
check
Answer the self-check 3.1-1 on Compare your answer to the answer key
Collecting Information
Preparing for Negotiation the learner is encourage to answer self-
check
Preparing for Negotiation
Positive Negotiating the learner is encourage to answer self-
check
Positive Negotiating
Creating non-verbal environments the learner is encourage to answer self-
check
Creating non-verbal environments
Different questioning techniques the learner is encourage to answer self-
check
Different questioning techniques

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INFORMATION SHEET No. 3.1-1
COLLECTING INFORMATION
Learning Objective:
After reading this INFORMATION SHEET, YOU MUST be knowledgeable

with Collecting Information.
The following table provides an overview of the basic methods to collect data.
Method Overall Purpose Advantages Challenges

Questionnaires, when need to  can complete  might not get
Surveys, quickly and/or anonymously careful feedback
Checklists easily get lots of  inexpensive to  wording can bias
information from administer client's responses
people in a non-  easy to compare  are impersonal
threatening way and analyze  in surveys, may
 administer to need sampling
many people expert
 can get lots of data  doesn't get full
 many sample story
questionnaires
already exist
Interviews when want to fully  get full range and  can take much
understand depth of time
someone's information  can be hard to
impressions or  develops analyze and
experiences, or relationship with compare
learn more about client  can be costly
their answers to  can be flexible -interviewer can
questionnaires with client bias client's
responses
Documentation when want  get comprehensive  often takes much
Review impression of how and historical time
program operates information  info may be
without interrupting  doesn't interrupt incomplete
the program; is from program or client's  need to be quite
review of routine in program clear about what
applications, -information looking for
finances, memos, already exists  not flexible means
minutes, etc.  few biases about to get data; data
information restricted to what
already exists

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Observation to gather accurate  view operations of  can be difficult to
information about a program as they interpret seen
how a program are actually behaviors
actually operates, occurring  can be complex to
particularly about  can adapt to categorize
processes events as they observations
occur  can influence
behaviors of
program
participants
 can be expensive
Focus Groups explore a topic in  quickly and  can be hard to
depth through reliably get analyze responses
group discussion, common  need good
e.g., about reactions impressions facilitator for
to an experience or  can be efficient safety and closure
suggestion, way to get much  difficult to
understanding range and depth of schedule 6-8
common information in people together
complaints, etc.; short time
useful in evaluation  can convey key
and marketing information about
programs
Case Studies to fully understand  fully depicts  usually quite time
or depict client's client's experience consuming to
experiences in a in program input, collect, organize
program, and process and and describe
conduct results  represents depth
comprehensive  powerful means to of information,
examination portray program to rather than
through cross outsiders breadth
comparison of cases
SELF CHECK No. 3.1-1

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COLLECTING INFORMATION
Multiple Choice:
Directions: Choose the best answer. Write the letter of your choice on a
separate sheet.
1. A method in collecting information when want to fully understand someone's

impressions or experiences, or learn more about their answers to
questionnaires.
a. Case Studies c. Focus Groups

b. Questionnaires d. Interviews
2. A method of collecting information to gather accurate information about how a

program actually operates, particularly about processes and view operations of
a program as they are actually occurring.
a. Observation c. Questionnaires
b. Documentation Review d. Case Studies
3. A method of collecting information to fully understand or depict client's

experiences in a program, and conduct comprehensive examination through
cross comparison of cases
4. A method of collecting information to explore a topic in depth through group

discussion, e.g., about reactions to an experience or suggestion,
understanding common complaints, etc.; useful in evaluation and marketing
a. Case Studies c. Focus Groups

b. Questionnaires d. Interviews
5. A method of collecting information when want impression of how program

operates without interrupting the program; is from review of applications,
finances, memos, minutes, etc.

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ANSWER KEY No. 3.1-1
1. D
2. A
3. D
4. C
5. B

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PREPARING FOR NEGOTIATION
Learning Objective:

with skills and techniques in preparing for negotiation.
7 Strategies That Boost Negotiation Success
Once you know you're in a negotiating situation, you need to gather information
about the other side's offer and use it to refine your own. Many negotiations come
unstuck simply because one side or the other doesn't listen, or check, or take the
time to clarify exactly what the other side are offering, or indeed what they
themselves are offering. This means that throughout a negotiation you should do
tons of listening, clarifying and checking. And when it comes your turn to put
over your case, you should use every skill you can muster to make sure they
understand.
1. Check Whether You're In A Negotiating Situation.
A negotiating situation exists when you are in any communication or problem-

solving situation with others that can work out to your advantage. If there is no
advantage to you, then don't negotiate; you'll only lose. As Sun Tzu, the author of
"The Art of War", said hundreds of years ago, "Engage only when it is in the
interests of the state; cease when it is to its detriment. Do not move unless there
are advantages to be won."
2. Clarify Your Aims.
Your overriding aim in any negotiation is to achieve the objectives you and your
constituents have set. There are other aims, such as getting a good deal and
improving your relationship with the other side. But getting what you want is
tops. Always keep this aim firmly in your sights and don't stop until you get it.
3. Gather Information.
Once you know you're in a negotiating situation, you need to gather information
about the other side's offer and use it to refine your own. Many negotiations come
unstuck simply because one side or the other doesn't listen, or check, or take the
time to clarify exactly what the other side are offering, or indeed what they
themselves are offering. This means that throughout a negotiation you should do

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tons of listening, clarifying and checking. And when it comes your turn to put
over your case, you should use every skill you can muster to make sure they
understand.
4. Negotiate With Your Own Side.
It is rare to go into a negotiation only representing yourself. Usually you negotiate

as a representative of others, your constituents. Part of your preparation for
negotiations has to be spent getting the best mandate from your constituents.
Aim to get the support you need; the trust you need; the resources you need; the
understanding you need; and the freedom you need.
5. Get A BATNA.
A BATNA is your Best Alternative To a Negotiated Agreement and is the only

certain way to be successful in negotiations. By preparing for negotiations with
one party by sounding out an alternative deal with another party, you get
walkaway power. It means that, even if the alternative isn't quite what you want,
you are still prepared to go there, if need be.
6. Prepare The Setting.
There are five questions to ask yourself when preparing the setting for a
negotiation. They are: Who? (i.e. who is to take part and do what?); Where? (i.e.
our place or theirs?); When? (i.e. what is the time scale?); Why? (i.e. what are we
negotiating about?); and How? (i.e. how are we to present our case?).
7. Prepare Yourself Mentally.
The right attitude towards negotiations is the principal difference between

successful and unsuccessful negotiators. Getting into the right frame of mind
before you begin should be part of your preparation plan.
 aim to be tough, business-like, alert and unyielding

 don't feel you owe them anything - don't be a bowl-beggar
 don't put yourself above or below them
 stay relaxed and unhurried
 don't reveal your feelings at any point.
There is no guarantee that good preparation will lead to success in negotiations.

But the chances are that poor preparation will lead to failure. Don't take that
risk. Pull out all the stops to get a head start and you won't regret it.

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PREPARING FOR NEGOTIATION
TRUE or FALSE
Directions: Read and understand the statements. Write the word TRUE if the
statement is correct and FALSE if the statement is not correct. Write your
answer on your answer sheet.
1. When you prepare yourself mentally for negotiation, feel you owe them
anything.
2. Aiming to be tough, business-like, alert and unyielding are the right attitude
towards negotiations.
3. Gathering information about the other side's offer and use it to refine your
own is essential before entering into negotiations.
4. Your overriding aim in any negotiation is to achieve the objectives you and
your constituents have set.

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ANSWER KEY 3.1-2
1. FALSE
2. TRUE
3. TRUE
4. TRUE

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POSITIVE NEGOTIATING
Learning Objective:

with positive negotiating.
Negotiating successfully
Negotiation is a process where two or more parties with different needs and goals
discuss an issue to find a mutually acceptable solution. In business, negotiation
skills are important in both informal day-to-day interactions and formal
transactions such as negotiating conditions of sale, lease, service delivery, and
other legal contracts.
Good negotiations contribute significantly to business success, as they:
 help you build better relationships

 deliver lasting, quality solutions - rather than poor short-term solutions
that do not satisfy the needs of either party
 help you avoid future problems and conflicts.
Negotiating requires give and take. You should aim to create a courteous and
constructive interaction that is a win-win for both parties. Ideally a successful
negotiation is where you can make concessions that mean little to you, while
giving something to the other party that means a lot to them. Your approach
should foster goodwill, regardless of the differences in party interests.
A good negotiation leaves each party satisfied and ready to do business with each
other again.
This guide explains why negotiation is important, and outlines strategies and
tactics for negotiating well.
Strong negotiators master written, verbal and non-verbal communication. They

adopt a conscious, assertive approach to their communication.

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Good negotiators are:
 flexible
 creative
 aware of themselves and others
 good planners
 honest
 win-win oriented
 good communicators.
Assertive communication
During a negotiation, you may choose to use a passive, aggressive or assertive

communication style. Using an assertive style will help increase your chances of
negotiating successful outcomes for your business.
Passive communicators are inclined to use ambiguous language, adopt under-

confident body language, and give in to demands too easily.
Aggressive communicators take a confrontational approach that tends to alienate

other parties and destroy negotiations.
Assertive communicators, however, are both confident and considerate. These

communicators are more likely to keep discussion going and facilitate mutually
beneficial outcomes. They adopt a strong, steady tone of voice. They are factual,
rather than emotional or critical. They describe their views, starting sentences
with 'I', rather than direct criticisms starting with 'you'.
Tips for effective negotiation
Don't:
1. confuse negotiation with confrontation - you should remain calm,

professional and patient
2. become emotional - remember to stick to the issue, don't make it personal,
and avoid becoming angry, hostile or frustrated
3. blame the other party if you can´t achieve your desired outcome.
Do:
1. be clear about what you are offering and what you need from the other
party

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2. be prepared - think about what the other party needs from the deal, and
take a comprehensive view of the situation
3. be consistent with how you present your goals, expectations and objectives
4. set guidelines for the discussion and ensure that you and the other party
stick to them throughout the entire process
5. use effective communication skills including positive body language
6. prepare for compromise
7. strive for mutually beneficial solutions
8. consider whether you should seek legal advice
9. ask plenty of questions
10. pay attention to detail
11. put things in writing.
Strategies for negotiating
Understanding the other party's interests and tactics is integral to good

negotiating. Choosing a strategy that best responds to their interests and tactics
will help you achieve the best outcome.
Matching the strategy to the situation
Some of the different strategies for negotiation include:
 problem solving - both parties committing to examining and discussing

issues closely when entering into long-term agreements that warrant
careful scrutiny
 contending - persuading your negotiating party to concede to your
outcome if you're bargaining in one-off negotiations or over major 'wins'
 yielding - conceding a point that is not vital to you but is important to the
other party; valuable in ongoing negotiations
 compromising - both parties forgoing their ideal outcomes, settling for an
outcome that is moderately satisfactory to each participant
 inaction - buying time to think about the proposal, gather more
information or decide your next tactics.
Your chosen strategy will depend on who you are negotiating with and the type of
relationship you have with them. For example, what level of cooperation and
common interest exists between you, and how will each party behave during the
negotiation? It will also depend on what you are negotiating, and the time frame
and setting you are negotiating in.

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How to approach a negotiation
As well as choosing a strategy, you may wish to consider your approach to the
issue being negotiated. There are 3 key approaches to negotiations: hard, soft and
principled negotiation. Many experts consider the third option - principled
negotiation - to be best practice:
 The hard approach involves contending by using extremely competitive

bargaining.
 The soft approach involves yielding, where one party tries hard to meet the
interests of the other party and foregoes their own interests.
 Principled negotiation focuses on achieving a lasting, win-win outcome by:
o separating the people from the problem
o focusing on interests not positions
o generating a variety of options before settling on an agreement
o basing the agreement on objective criteria.

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POSITIVE NEGOTIATING
TRUE or FALSE
1. Using an assertive style will help increase your chances of negotiating

successful outcomes for your business.
2. Principled negotiation focuses on achieving a lasting, win-lost outcome.
3. Be clear about what you are offering and what you need from the other party.
4. Blame the other party if you can´t achieve your desired outcome.
5. Set guidelines for the discussion and ensure that you and the other party
stick to them throughout the entire process

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ANSWER KEY 3.1-3
1. TRUE
2. FALSE
3. TRUE
4. FALSE
5. TRUE

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CREATING NON-VERBAL ENVIRONMENTS
Learning Objective:
After reading this INFORMATION SHEET, YOU MUST be knowledgeable in

creating non-verbal environments.
Never sure what to do with your hands or where to look? Your crossed legs
and habit of close-talking could be working against your words.
Strong negotiation skills are hugely advantageous throughout one’s life,

from the boardroom to the bar. These skills largely rest on your ability to back up
your words with physical actions that exude openness, honesty, and confidence.
This fosters trust and increases the other party’s desire to react cooperatively and
reach agreement.
According to psychologists and a recent study from language experts

Gengo, body language and non-verbal communications has a greater impact in a
discussion than the actual words that you say.
More than 55% of messages are conveyed through nonverbal cues like
gestures and posture, and studies have shown body language is a more accurate
gauge of someone’s true attitudes and intentions than their tone of voice or
words. Studies have shown that people are 80% more likely to retain information
that was communicated to them both orally and visually.
Gain the edge in negotiations with fantastic non-verbal and body language.
Tips to increase your rate of success and stay way ahead of the game.
1. Show Up On Time
As Woody Allen so aptly put it during his sudden rocketing to stardom with the
release of Annie Hall in 1977, “Eighty percent of success is showing up.” And it’s
true. The very first impression that you’ll make on a new client, potential boss, or
corporate adversary occurs before you step into the room or say a word.
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Lateness damages the negotiation process in two ways: Firstly, it’s viewed as
discourteous (or even insulting) and implies incompetence and lack of integrity on
the part of the latecomer, making the other party irritated and less likely to want
to reach an agreement. Secondly, the anxiety you’ll no doubt experience at being
late will shatter the calm, focused, and confident demeanor that you’ll need to
summon if you’re to be successful in the negotiation itself. So give yourself a
fighting chance and show up on time.
2. Perfect the Handshake
Alright, you’ve arrived on time–well done! What’s next? The dreaded handshake.
Attesting to the trust-promoting powers of an old-fashioned handshake,

legendary Hollywood talent agent and dealmaker Irving Paul “Swifty” Lazar once
said, “I have no contract with my clients. Just a handshake is enough.”
A great deal has been written over the years on the art of the perfect handshake,
but you can forget all of it. The most and, really, only important thing about your
handshake is that you have one at all. Researchers at the University of Chicago
recently published a group of studies concluding that a handshake (any
handshake, even the floppy one from the guy down the hall) makes people feel
comfortable, promotes honesty, and increases the cooperative behaviors that lead
to deal making.
3. Negotiate with the Right People
Tony Hsieh, CEO of Zappos, explains his strategy for success at the poker table
as a parallel to business: “I learned that the most important decision I could
make was which table to sit at. This included knowing when to change tables.”
As much of your ability to set a positive tone for a successful negotiation rests on
keeping control of your body language, so does your intuition in responding to
the body language and non-verbal cues of your potential opponents before
choosing to engage with them. As Mr. Hsieh noted and any poker player will tell
you, the outcome of a game is often more than half decided when they make the
decision to sit down.
4. Maintain Friendly Eye Contact
Shakespeare, famous with lovers the world over, spoke as much for
businessmen, politicians, and poker players when he wrote that “the eyes are the
windows of the soul.”
Indeed, eye contact is one of the single most powerful communication tools
between two people, as it conveys openness, sincerity, and trust.
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Avoiding eye contact in a negotiation keeps a good rapport from developing. It
gives the other person the feeling that you’re being evasive or dishonest, both of
which make negotiating very difficult.
On the other hand, eye contact is so powerful that too much of it can be
threatening and seen as aggressive or intimidating. You should keep relatively
consistent eye contact, but remember that it’s natural to look away when
thinking or processing.
5. Be Aware of Your Facial Expressions
You don’t have to be a business tycoon to be familiar with the often unwelcome
effects your unintentional facial expressions can have on the outcome of a
discussion. Anyone who has ever been in a relationship has probably experienced
the feeling of sheer frustration when their partner stops short in the middle of a
conversation and says “What does that look mean?!”
Like it or not, in a negotiation setting your facial expressions will be under that
same microscope, so try to make sure that they enhance the positive verbal cues
that you’re giving. Take care not to frown or wrinkle your forehead worryingly and
take the opportunity to smile and nod in agreement whenever possible. Keep your
chin up, evoking positivity, and your eyes level. Remember, the other person will
be looking to see that your physical gestures mirror your words–keep them both
open and positive.
6. Maintain Personal Space: Proxemics
The science of personal space, otherwise referred to as “proxemics,” focuses on

the distance between people as they interact. Ever felt incredibly uncomfortable
or pressured when a stranger, acquaintance, or co-worker stood a little too close
while speaking with you? To the point that you were shuffling your feet and
silently willing them further away, no longer paying attention to the
conversation?
As you can imagine, such a situation completely disrupts the negotiation process.
It’s important for each party to feel that their personal space is being respected
and that they’re not being physically intimidated. A safe rule is to sit or stand at
least four feet away and study the other person to gauge their comfort level.
7. Keep Your Limbs Calm and Open
Just like you want the words that you’re saying to exude strength, confidence,
and calm during a negotiation, so should your body. If you’re constantly tapping
your fingers or feet, entwining your hands, or crossing and uncrossing your legs,

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it will signal that you are in a stressed, rather than thoughtful, state. Keep your
legs calm and your hand movements limited to expression rather than fidgeting.
Non-verbal channels are 12.5 times more powerful than communicating

interpersonal attitudes and feelings than the verbal channel.
In the same vein, any level of crossed limbs or hands is going to be interpreted as
being negative and closed off, which won’t help you to elicit trust in any
negotiation. No one wants to talk to someone who seems to have already made up
their mind! So uncross your arms and legs and keep some distance between your
hands to appear open minded and ready to listen to others’ points of view.
8. Hands Down
Speaking of hands–they are incredibly expressive and can add a lot to your
communication. When negotiating, the general rule of thumb is to keep your
hands away from your face. Rubbing one’s face or head is generally seen as a
symptom of anxiety, and anxious is the last thing you want to appear.
Likewise, having your hands over your mouth or eyes signals that you may be in
the process of hiding or lying. Appear confident and truthful by keeping your
hands away from your face, unclenched, and open as much as you can.
9. Slow Down and Keep Quiet
Everyone, no matter the situation, wants to feel that their input has been heard,
respected, and considered before a counter move is made. However, the stress of
the negotiation, combined with your excitement and desire to get your point
across, can make you jumpy and overenthusiastic, rushing your words or even
talking over the other person. Listen closely to the other person, pause for a while
to show you are thinking about what they said, and keep your response slow and
calm. This conveys respect but confidence in your position.
People remember 10% of information that is provided to them orally and just 20%
of information that is provided to them visually. However, 80% of information
that is presented to a person both orally and visually is retained, meaning that
body language is just as important as being vocal.
Moreover, don’t be afraid to be silent for a short while, sparking the other
person’s insecurities. The effects may surprise you. As Lance Murrow advised,
“Never forget the power of silence, that massively disconcerting pause which goes
on and on and may at last induce an opponent to babble and backtrack
nervously.”

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CREATING NON-VERBAL ENVIRONMENTS
TRUE or FALSE
1. Rubbing one’s face or head is generally seen as a symptom of anxiety and

advantageous in negotiation.
2. It’s important for each party to feel that their personal space is being
respected and that they’re not being physically intimidated.
3. Eye contact is one of the single most powerful communication tools between
two people, as it conveys openness, sincerity, and trust.
4. Handshake makes people feel comfortable, promotes honesty, and increases

the cooperative behaviors that lead to deal making.

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ANSWER KEY 3.1-4
1. FALSE
2. TRUE
3. TRUE
4. TRUE

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DIFFERENT QUESTIONING TECHNIQUES
Learning Objective:

with the different questioning techniques.
In Negotiations, Focus on Questions, Not Answers.
Skilled negotiators focus more on questioning than on answering. Sharpen your

negotiation skills with this review of effective questioning techniques and sample
helpful questions.
The most efficient way to gather information from someone is to ask open-ended
questions, i.e., questions that can be answered in a potentially infinite number of
ways. This will give the speaker a broad canvas to tell you what’s most important
to him or her.
In contrast to open-ended questions, closed-ended questions are narrow in scope

and can typically be answered only “yes” or “no.” Instead of remaining open to
whatever direction the speaker takes you, when you ask a closed-ended question
you narrow the field through assumptions about what is likely to be important or
relevant to the speaker. Sometimes these assumptions will be correct;
nonetheless, unless you test the assumptions, you may never realize that you’re
getting an incomplete picture.
But there is a place for closed-ended questions: They are effective in confirming
your grasp of what the other side has said. Closed-ended questions can also be
used to refine your comprehension of a certain point or to fill out details.
In combination, these two types of questions can be very effective. Often used in
deposition practice, the “funnel” technique starts off with open-ended, general
questions and gradually moves to more closed-ended, specific questions as you
obtain more information.
Here are some helpful questions to consider for use in your next negotiation:
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 Why? What would you like to see happen? What concerns you most? Where
would you like to begin?
 Tell me more about…? What do you mean by…? Can you put that in other
words? Can you be more specific? What specifically makes you say that…?
 Can you tell me more? Go on.… Can you elaborate? What you said was
important/interesting/helpful—can you say more about that?
 Why do you believe that? What evidence supports your conclusion? Can
you give me a specific example of why…? What are the implications of…?
Where do you want to be in 5 years and how does what you’ve proposed
further that goal?
 Why is… important to you? What is significant to you about… ? What
interests of yours does… meet? What if you don’t get… ? What does… mean
to you? What will getting/having… do for you? In an ideal world, what
would you want and why?

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DIFFERENT QUESTIONING TECHNIQUES
TRUE or FALSE
1. The most efficient way to gather information from someone is to ask open-
ended questions, This will give the speaker a broad canvas to tell you what’s
most important to him or her.
2. In closed-ended, questions are narrow in scope and can typically be answered

only “yes” or “no.”
3. When you ask a closed-ended question you widen the field through
assumptions about what is likely to be important or relevant to the speaker.
4. Closed-ended questions can also be used to refine your comprehension of a

certain point or to fill out details.

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ANSWER KEY 3.1-5
1. TRUE
2. TRUE
3. FALSE
4. TRUE

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LEARNING OUTCOME SUMMARY
LEARNING OUTCOME No. 2: Participate in Negotiations
CONTENTS:
1. Organization’s policy and procedures for negotiations

2. Decision making and conflict resolution strategies procedures
3. Problem solving strategies on how to deal with unexpected questions and
attitudes during negotiation
4. Interpersonal skills to develop rapport with other parties.
PERFORMANCE CRITERIA:
1. Criteria for successful outcome are agreed upon by all parties
2. Desired outcome of all parties are considered
3. Appropriate language is used throughout the negotiation
4. A variety of questioning techniques are used
5. The issues and processes are documented and agreed upon by all parties
6. Possible solutions are discussed and their viability assessed
7. Areas of agreement are confirmed and recorded
8. Follow-up action is agreed upon by all parties
CONDITIONS:
The students/learners must be provided with the following:
 Room with facilities necessary for the negotiation process

 Human resources (negotiators)
METHODOLOGY:
 Group discussion
 Film showing

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ASSESSMENT METHODS:
 Written Test
 Interview
 Demonstration
 Portfolio Assessment
LEARNING EXPERIENCES
LO No. 2
PARTICIPATE IN NEGOTIATIONS
Learning Activities Special Instruction
Organization’s policy and the learner is encourage to answer self-
procedures for negotiations check
Organization’s policy and
procedures for negotiations
Decision making and conflict the learner is encourage to answer self-
resolution strategies procedures check
Decision making and conflict
resolution strategies procedures
Problem Solving Strategies on how the learner is encourage to answer self-
to deal with unexpected questions check
and attitudes during negotiation
Problem Solving Strategies on how
to deal with unexpected questions
and attitudes during negotiation
Interpersonal skills to develop the learner is encourage to answer self-
rapport with other parties check
Interpersonal skills to develop
rapport with other parties

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ORGANIZATION’S POLICY AND PROCEDURES FOR NEGOTIATIONS
Learning Objective:

with the organization’s policy and procedures for negotiations.
5 Steps of Negotiation Process
Negotiation process permeates the interactions of almost everyone in groups

and organizations.
In today’s loosely structured organizations, in which members work with

colleagues over whom they have no direct authority and with whom they may not
even share a common boss, negotiation skills become critical.
The five steps of the negotiation process are:
1. Preparation and Planning.

2. Definition of Ground Rules.
3. Clarification and Justification.
4. Bargaining and Problem Solving.
5. Closure and Implementation.
We will look at the negotiation process which is made up of five steps. These
steps are described below;
a. Preparation and Planning
Before the start of negations, one must be aware of the conflict, the history
leading to the negotiation the people involved and their perception of the
conflict expectations from the negotiations etc.
b. Definition of Ground Rules
Once the planning and strategy are developed, one has to begin defining
the ground rules and procedures with the other party over the negotiation
itself that will do the negotiation. Where will it take place?
What time constraints, if any will apply? To what issues will negotiations be
limited? Will there be a specific procedure to follow in an impasse is

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reached? During this phase, the parties will also exchange their initial
proposals or demands.
c. Clarification and Justification
When initial positions have been exchanged both the parties will explain
amplify, clarify, bolster and justify their original demands. This need not be
confrontational.
Rather it is an opportunity for educating and informing each other on the

issues why they are important and how each arrived at their initial
demands.
This is the point where one party might want to provide the other party
with any documentation that helps support its position.
d. Bargaining and Problem Solving
The essence of the negotiation process is the actual give and take in trying
to hash out an agreement, a proper bargain. It is here where concessions
will undoubtedly need to be made by both parties.
e. Closure and Implementation
The final step in the negotiation process is formalization of the agreement

that has been worked out and developing and procedures that are
necessary for implementation and monitoring.
For major negotiations – this will require hammering out the specifics in a
formal contract.
Negotiation Process has five stages. In all steps of a negotiation process, the
involved parties bargain at a systematic way to decide how to allocate scarce
resources and maintain each other’s interest.

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ORGANIZATION’S POLICY AND PROCEDURES FOR NEGOTIATIONS
Multiple Choice:
separate sheet.
1. This is the point where one party might want to provide the other party with
any documentation that helps support its position.
a. Closure and Implementation c. Preparation and Planning

b. Clarification and Justification d. Bargaining and Problem Solving
2. The essence of the negotiation process is the actual give and take in trying to
hash out an agreement, a proper bargain.

3. During this phase, the parties will also exchange their initial proposals or
demands.
a Definition of Ground Rules c. Preparation and Planning

c. Clarification and Justification d. Bargaining and Problem Solving
4. The final step in the negotiation process is formalization of the agreement that
has been worked out and developing and procedures that are necessary for
implementation and monitoring.


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ANSWER KEY 3.2-1
1. B
2. D
3. A
4. A

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DECISION MAKING AND CONFLICT RESOLUTION STRATEGIES
PROCEDURES
Learning Objective:
After reading this INFORMATION SHEET, YOU MUST be knowledgeable in

skills in decision making and conflict resolution strategies procedures.
WHAT IS DECISION MAKING?
According to the Oxford Advanced Learner’s Dictionary the term decision making
means - the process of deciding about something important, especially in a group
of people or in an organization.
“Decision-making involves the selection of a course of action from among

two or more possible alternatives in order to arrive at a solution for a given
problem”.
As evidenced by the foregone definitions, decision making process is a

consultative affair done by a comity of professionals to drive better functioning of
any organization. Thereby, it is a continuous and dynamic activity that pervades
all other activities pertaining to the organization. Since it is an ongoing activity,
decision making process plays vital importance in the functioning of an
organization. Since intellectual minds are involved in the process of decision
making, it requires solid scientific knowledge coupled with skills and experience
in addition to mental maturity.
Further, decision making process can be regarded as check and balance

system that keeps the organisation growing both in vertical and linear
directions. It means that decision making process seeks a goal. The goals are
pre-set business objectives, company missions and its vision. To achieve these
goals, company may face lot of obstacles in administrative, operational,
marketing wings and operational domains. Such problems are sorted out through
comprehensive decision making process. No decision comes as end in itself, since
in may evolve new problems to solve. When one problem is solved another arises
and so on, such that decision making process, as said earlier, is a continuous
and dynamic.

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CONFLICT RESOLUTION AND DECISION MAKING
Any decisions taken at any level have to take into account the conflicting needs of
the individuals who are affected by the decisions and hence conflict resolution is
a part of the decision making process. How well the conflicts are resolved
depends on the skill and leadership traits of the decision maker.
After all, any decision that is taken is to balance competing interests and is
essentially an allocation of shared resources among the different groups. The
point here is that in any organization there are scarce resources that need to be
allocated among competing groups and hence the decision maker has to ensure
that all the needs and concerns of the different groups are taken into
consideration when making the decision.
Since most decisions involve some emotional component as well, the decision
makers have to be especially sensitive to the needs of the people who are affected
by the decisions.
Consensual decision making ensures that most concerns of the different groups
are heard and taken into account. However, in the real world organizations,
decision making by consensus might not be feasible since each group has its own
agendas. Hence the decision makers have to ensure that the decisions that they
take involve some amount of consultation and some amount of overriding the
individual agendas. The reason being that though individual concerns can be
taken into account, the decision makers have to keep the interests of the
organization in mind and hence proceed accordingly. This is needed so as to
prevent individuals and groups hijacking the decision making process with their
agendas.
In most organizations it is common for the decision makers to elicit as much

information as possible from the individuals and then only take the decision so
as to provide balance and grievance re-dressal to the affected parties.
In extreme cases when the competing groups do not agree or abide with the
decision, it is left to the higher-ups in the organization to play the role of
peacemakers. This is the process of appeal to the senior management as part of
the concerns and grievance redressal. This is an essential component of the
decision making process in organizations and only when there is active recourse
to appeal can true decision making work.
The meaning of decision in Latin is to ‘cut off’. This means that from all the
available alternatives you choose one thing and then cut off from all the other
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alternatives. Due to this, the decision making process sometimes becomes very
difficult. Choosing the right option from all the available alternatives is very hard
to do.
Decision making process requires thinking process, time, efforts, resources and
also a little bit of knowledge and past experiences. Thinking process plays an
important role in decision making process because it allows you to judge each
and every thing. Timing is also important.
Taking right decisions on right time can save you from any trouble. Taking too
little time to take decisions or taking too much time to execute your decision can
cause many problems for you. Decision making processes also requires
knowledge, experience and research. If you have knowledge, you can find out
different alternatives for the problem faced. Making decisions without having
proper knowledge about the problem can cause difficulties.
Decision making power is the key to progress in life. You might have seen many
people who do not take proper decisions and then they have to suffer. On the
other hand people who have this decision making power, continues to progress in
their life. Not all of us have this decision making power. We try to make right
decisions but sometimes we make mistakes because we don’t know the steps that
we should follow during the decision making process. So in order to take right
decisions, it is important that we should know all the steps of decision making
process and follow them.
The decision making process involves the following steps:
1. Curious Observation
2. Existence of Problem
3. Goals & Planning
4. Search, Explore & Gather the Evidence
5. Generate Creative & Logical Alternative Solutions
6. Evaluate the Evidence
7. Make the Educated Guess (Hypothesis)
8. Challenge the Hypothesis
9. Reach a Conclusion
10. Suspend Judgment
11. Take Action
These steps will help you to take proper decisions

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DECISION MAKING AND CONFLICT RESOLUTION STRATEGIES
PROCEDURES
TRUE or FALSE
1. Consensual decision making ensures that most concerns of the different

groups are not taken into consideration.
2. Taking right decisions on right time can save you from any trouble.
3. Making decisions without having proper knowledge about the problem can
cause difficulties.
4. Conflict resolution is a part of the decision making process.

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ANSWER KEY 3.2-2
1. FALSE
2. TRUE
3. TRUE
4. TRUE

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PROBLEM SOLVING STRATEGIES ON HOW TO DEAL WITH
UNEXPECTED QUESTIONS AND ATTITUDES DURING NEGOTIATION
Learning Objective:

on knowledge problem solving strategies on how to deal with unexpected
questions and attitudes during negotiation.
How to deal with difficult customers
Successful retailers don't just sell products. Today, quality customer service may
be what differentiates a company from its rivals. Retailers with poor customer
service risk losing revenues, profits and even going out of business.
But retail pros know that they're going to be dealing with angry customers, the
very customers who make offering high-quality service difficult. Here are a few
different types of angry customers and how to deal with them as a customer
service representative.
Types of difficult customers
Difficult customers come in several varieties, including:
 Angry
 Impatient
 Intimidating
 Talkative
 Demanding
 Indecisive
Dealing with them professionally
First, realize you can't control anyone else's behavior. You have control only over
your own actions. But you can influence how customers respond to you to some
degree.
Dealing with angry customers:

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When a customer tries to intimidate you, stay calm and ask, "What can we do to
help?" This kind of question can also help you get away faster from a chatty,
finicky or confused customer who monopolizes your time.
Before you offer solutions, ask the customer how he would like the problem to be
resolved. Offer choices whenever possible. ("Would you prefer to speak to the
manager, or wait until I can finish ringing up these customers' purchases so I
can give you more time?")
 Get Control of Yourself: Never argue with customers when they are angry,
displeased or complaining. If you allow a customer to push your buttons
and lose control of yourself, you've lost control of the situation. Remember,
you can lose a good customer if you show boredom, irritation, disdain or
displeasure.
 Listen and Let the Customer Vent: Tune in to the customer; don't look
for the nearest exit. The customer wants to be listened to, acknowledged
and understood. Maintain eye contact. Show your attentiveness by
standing or sitting up straight; lolling or slouching makes you seem
inattentive and disinterested. Uncross your arms -- this indicates you are
listening with an open mind. Let the person talk, and pay close attention.
Repeat or paraphrase some of what you hear.
 Show the Customer You Care: Show concern for the customer's feelings.
Maintain a concerned, sincere and interested facial expression. Your voice,
as well as your body language and expression, communicates your
attitude. People respond more to how you say something than what you
say.
 Don't Blame the Customer or the Company: When explaining your
store's policy or trying to clarify what went wrong, use either the indirect
approach ("There are a few questions before I can give you a refund.") or "I"
statements ("I need additional information.") as much as possible. Don't
acknowledge that you or your company is to blame. That could lead to
lawsuits.
 Try to Solve the Problem, or Get Someone Who Can: Even if solving the
customer's problem isn't among your job duties, never say this to the
customer. Get all the facts you can, and then tell the customer how you
can help.
 Finally, don't make promises you can't keep. Get help from someone who
knows more, is calmer, or has more power and authority.

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PROBLEM SOLVING STRATEGIES ON HOW TO DEAL WITH UNEXPECTED
QUESTIONS AND ATTITUDES DURING NEGOTIATION
TRUE or FALSE
1. When explaining your store's policy or trying to clarify what went wrong,
acknowledge that you or your company is to blame.
2. You can lose a good customer if you show boredom, irritation, disdain or
displeasure.
3. Tune in to the customer; don't look for the nearest exit. The customer wants to
be listened to, acknowledged and understood.
4. When a customer tries to intimidate you, fight back.

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ANSWER KEY 3.2-3
1. FALSE
2. TRUE
3. TRUE
4. FALSE

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INTERPERSONAL SKILLS TO DEVELOP RAPPORT WITH OTHER
PARTIES
Learning Objective:

on interpersonal skills to develop rapport with other parties.
Good Interpersonal Skills
Interpersonal skills are those qualities that bring out the best in people you work
or live with.
These skills are considered very important when you are working with many
people – for many hours each day.
But can interpersonal skills be learned?
To some extent maybe, but technically, interpersonal skills are ingrained into our
personalities.
In fact, interpersonal skills directly relate to an individual’s EQ or Emotional

Intelligence Quotient.
These skills are of a collection of personality attributes, social style, verbal

communication, personal habits, sociability, and confidence that portray our
dealings with other people. Many people believe that we either have them or do
not. There is no in-between, and there is no learning process.
However, if we think of it on a conscious level, we may be able to emulate

excellent interpersonal skills, especially during the time that we are at our
workplace or in a gathering.
It is unfortunate that without good interpersonal skills, it is often challenging to

develop other essential life skills.

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If you feel that you do have interpersonal skills on a subconscious level, you may
want to discover them. You might want to work on:
Good Interpersonal Skills Examples
Learning to listen
• Choosing your words carefully
• Understanding why communication fails
• Clarifying when issues occur
• Empathizing
• Understanding stress
• Negotiating
Once you know all these, you will have little problem in exercising your
interpersonal skills. Some examples of good interpersonal skills include:
Verbal Communication
What you say and how you say things makes a lot of difference in how people
perceive you.
Non-verbal Communication
How you communicate your feeling through your body language can have both
positive and negative effects on people around you.
Listening Skills
This puts you on the other side of the table – how you interpret the verbal and
non-verbal messages sent to you by other people, can define your relationship
with them.
Negotiation
Arguing doesn’t help anyone. Finding a mutually agreeable outcome on an issue
is a great and much-needed skill in any individual.
Problem Solving
Instead of fretting, when a problem shows its ugly face, working with others to
identify the source and mutually resolving it.
Decision Making
No matter on which end of the employment table you are, no one likes people who
have trouble making decisions. Analyzing options to determine sound outcomes
is an important skill.
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Assertiveness
Being able to communicate ideas, needs, opinions, and beliefs freely is looked
upon as a great interpersonal skill.
Building Rapport
As a state of harmonious understanding, building a positive rapport with peers,

supervisors, and clients enables easier communication.
Mediation Skills
As a great way of resolving a conflict between two parties, mediation skills are
welcomed by all. With these skills, you can work wonders in meeting deadlines
and ensuring harmony in your team.
List of Interpersonal Skills for Resume
 Sample Interpersonal/Communication Skills Phrases for Resume

 Examples of Caretaker Skills
 Examples of Skills for Call Center Resume
 Examples of Nursing Skills for Resume
 Administrative Assistant Resume Skills Examples

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INTERPERSONAL SKILLS TO DEVELOP RAPPORT WITH OTHER
PARTIES
Multiple Choice:
separate sheet.
1. How you communicate your feeling through your body language.
a. Building Rapport c. Verbal Communication

b. Non-Verbal Communication d. Decision-Making
2. Being able to communicate ideas, needs, opinions, and beliefs freely.
a. Mediation Skills c. Assertiveness

b. Problem Solving d. Decision-Making
3. What you say and how you say things.
a. Verbal Communications c. Non-Verbal Communications

b. Assertiveness d. Decision-Making
4. This puts you on the other side of the table – how you interpret the verbal and
non-verbal messages sent to you by other people.
a. Verbal Communications c. Non-Verbal Communications

b. Listening Skills d. Decision-Making
5. When a problem shows its ugly face, working with others to identify the source
and mutually resolving it.
a. Problem Solving c. Mediation Skills

b. Listening Skills d. Decision-Making

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ANSWER KEY 3.2-4
1. B
2. C
3. A
4. B
5. A

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References:
1. https://managementhelp.org/businessresearch/methods.htm
2. https://www.managementstudyguide.com/conflict-resolution-and-
decision-making.htm
3. https://coverlettersandresume.com/resume/skills/good-interpersonal-
skills-examples/
4. TESDA Training Regulation- Bookkeeping NC III

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BOOKKEEPING NC III

No. Unit of Competency Module Title Code

Lead workplace Leading workplace

2 Lead small team Leading small team 500311110

3 Develop and practice Developing and practicing

4 Solve problems related Solving problems related to

5 Use mathematical Using mathematical concepts

6 Use relevant Using relevant technologies

Date Developed: Document No.

In this module, you are required to go through a series of learning activities

Date Developed: Document No.

• Been working for some time.

If you can demonstrate to your trainer that you are competent in a

If you have qualification or Certificate of Competency from previous

A Record of achievements is also provided for your trainer to fill-up once

Date Developed: Document No.

UNIT OF COMPETENCY : Develop and Practice Negotiation Skills

MODULE TITLE : Developing and Practicing Negotiation

NOMINAL DURATION : 2 Hours

SUMMARY OF LEARNING OUTCOMES:

Upon completion of this module, the student/learner must be able to:

LO1. Plan Negotiations

SUMMARY OF ASSESSMENT CRITERIA:

1. Information on preparing for negotiation is identified and included in the plan.

Date Developed: Document No.

The students/trainees must be provided with the following:

Room with facilities necessary for the negotiation process

Date Developed: Document No.

Date Developed: Document No.

After reading this INFORMATION SHEET, YOU MUST be knowledgeable

Method Overall Purpose Advantages Challenges

Date Developed: Document No.

SELF CHECK No. 3.1-1

1. A method in collecting information when want to fully understand someone's

a. Case Studies c. Focus Groups

2. A method of collecting information to gather accurate information about how a

3. A method of collecting information to fully understand or depict client's

4. A method of collecting information to explore a topic in depth through group

a. Case Studies c. Focus Groups

5. A method of collecting information when want impression of how program

Date Developed: Document No.

Date Developed: Document No.

After reading this INFORMATION SHEET, YOU MUST be knowledgeable

7 Strategies That Boost Negotiation Success

1. Check Whether You're In A Negotiating Situation.

A negotiating situation exists when you are in any communication or problem-

2. Clarify Your Aims.

Date Developed: Document No.

4. Negotiate With Your Own Side.

It is rare to go into a negotiation only representing yourself. Usually you negotiate

A BATNA is your Best Alternative To a Negotiated Agreement and is the only

6. Prepare The Setting.

7. Prepare Yourself Mentally.

The right attitude towards negotiations is the principal difference between

 aim to be tough, business-like, alert and unyielding

There is no guarantee that good preparation will lead to success in negotiations.

Date Developed: Document No.

Date Developed: Document No.