Managing People with

Influencing Skills
NEGOTIATION

Dr. Quassy Adjapawn [(MBA, MPS (Hons.), PHD)]

Email: StrategicPeace@gmail.com
quassy.peaceworks@gmail.com
Twitter: @adjapawn
Mobiles: 0244 633 151
0274 633 151
The Art of Conflict Resolution
 What is Conflict Resolution

 Differences between Conflict

Management and Conflict Resolution

 When to apply it
Developing power to overcome
the other
 Power, Control and Influence

 Power

 Types of Power
Types of Power
 Legitimate power
 Reward power
 Expertise power
 Coercive power
 Reverent power
 Charismatic power
 Situation power
 Information power
What is Power Negotiation
 The brilliant ideal idea behind
negotiation is a win-win situation.
 In reality, human-kind is poised to
win at any rate without much
consideration for the one who loses.
 Power negotiating takes a different
form: where one wins at negotiation
but, leaves the other to feel that he or
she won.
7 Principles of Power Negotiation
 Always, get the Other Side to Commit First
 Act Dumb, Not Smart
 Think in Real Money Terms but Talk Funny
Money
 Concentrate on the Issues
 Separate the people from the problem.
Focus on solving problems and not on
emotions wrapped around the problem
 Keep your emotions in check.
 Always Congratulate The Other Side
Always get the Other Side to
Commit First
Power Negotiators are in a better
position if they can get the other side
to commit to a position first. Some
reasons for that approach include:
 Their first offer might be much better than
you hoped.
 It gives you information about your
counterpart before you have to disclose
anything.
 It enables you to bracket their proposal.
Act Dumb, Not Smart
 To Power Negotiators, to act smart is
dumb, but to act dumb is brilliant

 The dumber you act, the better off you

are unless your apparent Intelligent
Quotient sinks to a point where you do
not have any credibility
Act Dumb, Not Smart – Cont’d
 How can you fight with someone who
is asking for help to negotiate with
you?
 How can you carry on any type of
competition with a person who says, "I
don't know, what do you think?"
 Most people, when faced with this
situation, usually feel sorry for the
other person and will go out of their
way to help them.
 Think in Real Money Terms
but Talk Funny Money
 Interest rates which are described as a
percentage rather than a dollar amount.
2. The amount of the monthly payments
being emphasized rather than the true
price of the item itself.
 3. Cost per brick, tile, or square foot
rather than considering the total cost of
materials for the house.
 5. Insurance premiums and cost of land
are described as a monthly payment.
Concentrate on the Issues
 Power Negotiators know that they
should always focus on the issues
and not be distracted by the actions
of the other negotiators.

 Keep your eye on the ball

Separate the people from the
problem
 Strike the difference between the
people and the problem

 Principled negotiation
 Always Congratulate The
Other Side
 When you have finished negotiating, you
should always congratulate the other side
 Despite the outcome, let the other person
think that he or she won in the
negotiations.
 Complement them
“Wow !! you did a fantastic job negotiating that. I
realize that I didn't get as good a deal as I could
have done, but frankly, it was worth it because I
learned so much about negotiating. You were
brilliant."
 The Gambits:
From the
Beginning to the
End
1. Ask for More than You
Expect to Get
Effectiveness at the conference table
depends upon overstating one’s
demands” – Henry Kissinger

 Bracketing
 How much more should you expect to
get?
 Indicate how bracketing works
Synopsis: Why ask for more
(But you are not Oliver)
 You may get it
 It gives you negotiating room
 It raises the perceived value of what
you are offering
 It prevents the negotiating from
deadlocking
 It creates a climate in which the other
side feels they won
2. Never say Yes to the first Offer
 Refusal to say Yes to the first offer
triggers 2 thoughts in the other
person’s mind.

 I could have done better

 Something must be wrong ?

 Should it always be the case?

Synopsis: Never say Yes to the
first Offer
 I could have done better, and
Something must be wrong

 Prepare for the possibility that the

other person may come back with a
much higher tag that you expect.
 3. Flinch at Proposals
 Power negotiators always believe that
they should flinch – react with shock
and surprise even when the offer/deal
favours them
 Synopsis: Flinch at Proposals
• Flinch can cause the other to back down
on his /her demands
• Concession often follows after a flinch
• Flinch often softens other person
• What about no face-to-face? Does
Telephone flinch works? (Gasp in shock)
4. Avoid Confrontational
Negotiation
“Agree first, then turn it around” –
Winston Churchill
 What you say in the first few moments of
a negotiation often sets the climate of the
negotiation. How you behave during a
negotiation can have a dramatic impact
on the outcome.
 The other person gets the feel as to
whether you are for win-win solution or
whether you are a tough negotiator to
get everything possible.
Synopsis: Avoid Confrontational
Negotiation
 Never argue with people in the early
stages on negotiation – it creates
confrontation
 Use 3 Fs (Feel, Felt, Found) to turn
the hostility around.
 Use the 3 Fs to protect yourself from
the other person
5. The Reluctant Seller and
the Reluctant Buyer
 Who are the Reluctant Sellers and
Reluctant Buyers?

 When to play a reluctant seller?

 When to play a reluctant buyer?

Synopsis: The Reluctant Seller
and the Reluctant Buyer
 Always play Reluctant Seller
 Watch out for a Reluctant Buyer
 This Gambit helps to squeeze the
other even before negotiation starts
 When played on you, get the other
person to commit
6. Use the Vise Technique
 You will have to do better than that !!

 Is that your best offer ?

 Kissinger example: You will have to

do better than this.
Synopsis: Use the Vise Technique
 Respond to a proposal or counter
proposal with the Vise technique:
“You will have to do better than that”
 If the other person use it on you,
respond with a counter Gambit – this
will pin the other person down to a
specific.
 Concentrate on the dollar amount,
not the gross.
Resolving Tough negotiating
issues
 Handling Impasses
* Setting aside the major issues and
creating momentum on minor first
 Handling Stalemates
* Changing the dynamics of the
negotiation
 Handling deadlocks
* By bringing in mediators or
arbitrators
The Art of Mediation
 The importance of Mediation

 Why mediation Works

 The process of mediation

The Art of Arbitration
 Neutrality of Arbitration

 Conduct of Arbitrator

 Differences between Arbitration and

Litigation
 The End

Let us never negotiate out of fear. But let us

never fear to negotiate - John F. Kennedy