Influence of disclosure of information

Helps build trust Trust determines the simplicity or complexity of the solution Trust is also dependent on the simplicity or complexity of the problem

Negotiation Outcome
Agreements must meet the following criteria Wise Efficient Implementable

MANAGING NEGOTIATIONS
DUAL CONCERN - MODEL
CONCERN ABOUT OTHERS OUTCOME

High PROBLEM-SOLVING YIELDING ACCOMMODATION

INACTION Low

CONTENDING COMPETITION High

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CONCERN ABOUT OWN OUTCOME

STEPS OF NEGOTIATING
Prepare Argue Signal Propose Bargain Close Agree
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INFORMATION
Be clear and well informed Your starting point
What do you want What do you really need What are you willing to sacrifice in exchange What are your priorities of needs and wants? What are your pressures, limits, or constraints:
Economics Time Legal
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INFORMATION (Cont...d)
The other partys position Needs Wants What might they sacrifice Their pressures and constraints What issues are common to both parties? Objectives Constraints Point of conflict Do I understand where conflict might occur? What leeway will I allow myself? How will I address, and try to resolve, points of conflict?
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INFORMATION (Cont...d)
Do your homework
Get the facts about influencing factors Establish any precedents or conventions

Agreement
What procedures or processes will be needed? How shall we ensure implementation is as agreed? Are all the important points clearly covered?
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Getting information
Dont be afraid to ask for it What to look for
Facts Reactions and responses Expectations and hopes Wants and desires

Sources
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COMMON NEGOTIATING MISTAKES

Inadequate preparation Not trying to problem solve Not listening
Tone Key issues Signals of others

Pulling rank/browbeating

COMMON NEGOTIATING MISTAKES (Cont...d)

Scoring points for personal satisfaction Being aggressive Arguing Ignoring conflict Impatience Failing to end on a positive note

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Tricky Tactics
Deliberate deception with phony facts Cross-check the facts independently Ambiguous authority-after getting a firm agreement, indicate that someone elses approval is needed. A second bite at the apple Before starting on give and take, find out who has authority on the other side Insist on reciprocity, neither side committed to the draft Good guy/bad guy routine. Two people on the same side stage a quarrel. One tough and the other apparently accommodating Recognize the psychological manipulation Ask for reason Stressful situations. Sometimes setting deliberately designed to make you want to conclude quickly If the physical surroundings appear prejudicial, do not hesitate to say so Suggest changing places, taking a break, adjourning to a different place and time

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PRINCIPLES OF PROBLEM SOLVING IN NEGOTIATION

A sense of cooperation rather than competition An abundance mentality A systems mentality: you & your partner are part of the entity

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Effective Negotiations
Goodwill on both sides Giving and getting information Different people want different things People are willing to deal with you again Both parties confident the agreement will hold Each side has achieved something
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