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    Day To Day Negotiation

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    Day To Day Negotiation

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    Day to Day Negotiation

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    Day to Day Negotiation

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    19 views18 pages

    Day To Day Negotiation

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    lenubien Tchokonte Yamatchui
    Day to Day Negotiation

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    wu, DAY-TO-DAY NEGOTIATION Key Skills Programme Day 1 1 Welcome and Presentation 2 Whatis Negotiation? A Your Negotiation style Negotiation and stress 4 Negotiation - Tangible and Intangible Parameters Distributive and integrative negotiation Intra-organisational negotiation Programme Day 2 1 Managing conflict - Conflict dynamics & Tools for transforming conflict 2 Strategies, tactics, argumentation and methods 3 Your Negotiations: cases & exercices Handout — Negotiation is a fact ofife Background & Overview What is Negotiation? Negotiation style Negotiation parameters Distributive and Integrative Negotiation Intra-Organisational Negotiation | Preparing Your Negotiation |Managing conflict | strategies and Tactics ‘Actors Strategic Analysis The grid Methods Appen Tactics Exercise Gevsancosen aorsvio 4, é wal rod "ike it or not, you are a negotiator. Neg C os Day-to-Day Negotiation Negotiation is a fact of life Roger Fisher and Wiliam Ury Omnipresent, negotiation covers a wide range of activities, such as reciprocal adaptation, conflict management, or the rational search for solutions to complex problems.” > Training Methods Experiential learning is required. We will therefore invite you to get involved in various situations, including case studies and role plays. > The EUSA offers an "Analysing and Solving Problems" workshop as part of the SBNS series. | Certain problems are so complex that their method of resolution includes one or more phases of negotiation, Negotiation and the Regulation of Social Tension ‘Negotiation of social activity according to S. Allain According to certain sociologists, negotiation is the mechanism that allows the reconciliation of life as part of society with the autonomy of each individual actor” (who behaves differently and holds a different viewpoint) by managing the tension between these two facts of life. It facilitates the resolution of the tension by offering some alternatives. © We often use the term « actor » in this manual, Usually, this term refers to an individual that has freedom of choice and whose goals, challenges, strategies or constraints are described, Caton ans Mose ofezanstin panty o decide (oe sbeton e.) ene erate \ / «fie a& aR Engage in debate AIM Key Stats + yy Day-to-Day Negotiation Dy y-to-Day Neg A é a 4 vG AND. SOLVING PRO, NN A jyAly dl A, 4 /- pay-T0-DAY NEGOTIATION ORAL COMMUNICATION WRITING WITH IMPACT \ | WORKING In TEAMS } PERSONAL EFFECTIVENES?, / \SSOPING YOUR RESINS” NS Overview > Negotiation is omnipresent > Negotiation regulates social tensions > Global objective: Control and Expand your Negotiation Area Sives strategies n \- Tenable meet 8 Mates 7 PN Prats ] ; 7 fe. ( xo 1 cee : be 1p Negotiation | Intangible Mee O0 tS pee rs mh eet eh { iS iA inter-/ Intra S eronisatonat N= = = = 7 Negoiaion Typo Nogotaton Distt Itegatve B oy suis AIM: pes Day-to-Day Negotiation vy What is negotiation? first definition Negotiation is a dialogue that is supposed to create > Negotiation: Zone of, Negotiation Zone of Negotiation Actor A Actor B an agreement or resolve a disagreement. The balance of power creates the space for negotiations. > Ambivalence Discomfort when experiencing ambivalence > The Pleasure of Negotiating ~ Some of Us Absolutely Love it! > Negotiation: a proposed definition Negotiation is a process that is developed when actors (at least two), who have interests, some of which are common and others divergent, desire to reach an agreement. > Conflict and disagreement Negotiation applies to more situations than only conflicts because there can be disagreement without there being a conflict. Conflict management fully belongs within the realm of negotiation methods. Finally, negotiation can also lead to conflict. > Competing interests This is the minimum basis for negotiation. If the actors agree on common interests, then the negotiation has successfully ended or negotiation has not been necessary at all. It would be sufficient to make a decision or to solve a problem. Example situation without negotiation (a problem to solve). Example situation requiring negotiation. AIM, Day-to-Day Negotiation What is negotiation? Interests and desire to negotiate Four functional steps which ground, develop and close the process (see figure 4) : 1. There is a coincidence of both diverging and shared interests between different actors, as well as a shared desire to come to an agreement. T 1 e A (te) T I oO N 2. Proposals of exchange (of material or immaterial goods) are put on the table. 3. An agreement that fixes the proposals in a certain way starts to take form. (ays WN 4. As the agreement is established, the intent becomes real and verifiable. ‘ros Cynmen ag, imorests pore MNO tors rene The four functional steps of negotiation > Fisher insisted on the idea that negotiation requires of us that we give equal attention both to what we and the others want and to how we will obtain it. Conversely, there are many easy ways to refuse or even to destroy a negotiation. } Negotiation can address the ‘object’ of whatever is being negotiated as well as the process of negotiation itself. Negotiation on the process can be implicit or explicit, in part socially dictated or completely designed. There is therefore no single model that might describe the concrete and invariable steps of all negotiation process. Negotiation Style | Explore your personal negotiation style. at rooming Describe different types of negotiators that you have met or that you have been yourself. | comeing Cotaboratng 3 si ose a z ik he. The impact of context 2 Trying to describe a negotiation style we 8 compromising describe also a context and its influence oo on the negotiation style. ‘cing ‘Accomodstng We often adapt our style to the contexts. -L = Cooperation + Lets Boys AIM; wm (4) lelecdBpy , Quslushdad! oe Eaeprgss Day-to-Day Negotiation [octrlZ, A) Naweke | 1 Q Chman Enotioaal guiel scree Use Negotiation Style : : STYLE | DESCRIPTION USEFULNESS Competing | Perceives negotiationasan | Whenyou have toact strongly and quick to defend ‘opportunity to win or to be right } your rights or your needs, Avoi Attempts to avoid negotiation | You diplomatically circumvent, avoid or delay the and conflict. ‘negotiation. This might happen when the parties are ‘ot interested or by strategic choice when waiting for a better moment. ‘Accommodating | Gives concessions to the other _| When the other person's needs are seen as taking precedence over yours. Collaborating | Attempts to satisfy needs, his | When a solution that satisfies both parties is possible. ‘own and those of the others. Compromising | Attempts to reduce the gap by _ | When mutual or reciprocal concessions allow for exchanging concessions, partial and acceptable satisfaction for each party. Revenging | Attempt touse negotiation as _| This style wll ead us to the theme of “conflict an opportunity to get even, management’ These styles are a way of being that can reveal as much of our personality as they can be a strategy adapted to a specific context. Negotiation and communication apprehension Negotiation is an act of communication which can put you under a lot of stress. In any case, we might feel a certain fear or uneasiness. Working on your communication can reduce this uneasiness. How to reduce stress ? Negotiation parameters > Tangible parameters Seller Situation 3A Objectif BATNA Target Heandive, perl Point de rupture Reservation Point ' Y 7000 € + 9000 € 10000 € Zone d'accord possible aaah Zone Of Possible Agreement SS BATNA Target Reservation point Proposition Situation 3A Objectit Point de rupture Buyer (To be completed) Various elements contribute to structuring the negotiation process and strongly influence how it will unfold. Some of these elements can be immediately or relatively easily accessed, These are called tangible negotiation elements. What is tangible in one negotiation may be very different in another negotiation, 7 DoPA Zu Year aelernaee ey sus x4 Ly Day-to-Day Negotiation Negotiation parameters | > Intangible parameters ‘Along with the tangible elements, we also find intangible elements. These can be, for example but not always: ~ the perception of the time available; ~ relationships (preexisting or built during the negotiation); ~ the degree of trust; = friendly feelings; = reputation or fame; ~ values (ethics) ; ~ the relationship to failure; ~ the perception of need; ~ the degree of opportunity; ~ perceived risk and willingness to take risks; ~ relational continuity (a negotiation is rarely a one-shot action). Distributive and Integrative Negoti > Distributive (or WIN-LOSE) Negotiation Distributive In a distributive or Win-Lose negotiation, we limit Negotiation ourselves to distributing goods or values. What one person wins, the other person loses. s (See figure 7 adapted from Walton & McKersie) 5 io Agreement 1 2LAN s Agreement 2 3 < Actor B's Gain > Integrative (or WIN-WIN) Negotiation Integrative In an Integrative or Win-Win negotiation, “[.] the Negotiation achievement of one person's goal does not hinder the satisfaction of the other person's needs (and we can Increase this satisfaction up to the point where the other, party's needs are starting to be penalized) [..). Bourque R.& ThuderozC. (See figure 8 adapted from Walton & McKersie) Agreement 2 Agreement 1 > The mixed nature of most negotiations (distributive and integrative). Mary Parker Follett is recognized as the originator of the integrative negotiation model (1925) AIM; 7% a Day-to-Day Negotiation Intra-Organisational Negotiation When you are engaged in an inter-organisational negotiation (for example with another employee, another unit, another institution, or an outside supplier), you should be aware that each of the parties is in fact conducting a double negotiation : an inter-negotiation and an intra-negotiation. An inter-organisational negotiation thus gives rise to three negotiations ner: coo intra-negotaton Intr-negoton ® Zone of posse concessions ® eran, ool ape cf opisaon A feoanssnen 6 Corgarisaton A Organisation 8 itis legitimate that any organisation (institution or enterprise) seeks to develop the sense of belonging of its members, Organisations do this by paying attention to a number of factors known to contribute to the development of this feeling. Social identity effects can turn any negotiation into a very distributive and competitive one. For H. Tajfel, a person's identity is made up of personal identity (their characteristics, their skills, and personal preferences) and their social identity, meaning the groups they identify themselves with a strong feeling of belonging . > The tempta double-agent Negotiators involved in inter-group n of becoming a High negotiations might experience a one Compromise conflict of loyalties. Batstone and others have suggested the following gan group's ; iagram to illustrate the various expectations moot soe scenarios that can result. ' Apathy Cottusion Low Relational High expectations Preparing Your Negotiation: Walton and McKensie’s analytical framework > Inter/Intra-Organisational Dimension? The principal negotiator carries two sets of demands; those coming from his own side and those coming from the other side of the negotiation table. > Distributive processes? Limited resource is shared > Integrative processes? Less conflicting or even non-conflicting goals. | b Relational processes between the actors? Styles and contexts AIM... Gi veysim AIM. &%: Day-to-Day Negotiation Managing conflict > Definition Conflict is a situation where an actor (A) experiences a threat to his interests, needs or concerns that he attributes to the behaviour of another actor (8) because A and B have different perception, interest and emotion (use of F. Glasl). Any negotiation is based on a disagreement. There is a conflict when the consequences of the disagreement are experienced as threatening, A conflict may be constructive or destructive > The Most frequent sources of workplaces conflict, Differences in ideology philosphy, belief and values. Differences in character and personality, Differences in perception due to: culture, age, education, gender, status, hierarchical level. The very nature of the organisations > Dealing with conflict Note that it seems that accommodation doesn't support any of the three strategic options. [Strategic option [Compatible interaction Style [Manage : create it or maintain it for constructive|Compromise or cooperation purposes — creating healthy competition, combating ]groupthink [Solve : when it is destructive, or when it gives rise to| Competition, compromise or cooperation lundesirable results [Avoid : (punctually) when you are uncertain as to which |Avoidant [course to follow; (long term) if the threatened interests [are minor, or if the conflict is constructive > Conflict dynamics according to Friedrich Glas! Glas| offers a very useful diagnostic tool that represents conflict escalation as a predictable succession of nine stages or plateaus. Escalation thus represents a qualitative transformation of the nature, intensity, and breadth of the conflict. Applying the model allows one to understand the type of intervention (A to F) that will be effective for a given degree of escalation (1 to 9). Frome ]_, Osama “voor ea, proceso eaten aa ies, © * Poloncs | ®: Le 3 oma ©) atin ca Ores 1 - “Enemy | era as meas — a © pone vtaterten © intemal: own conicteapablies CORRES 5. tacks on a | L ©) enemal pctesiond moderation Pinel Sere | nea > Solving destructive conflicts through negotiation We only have three possible strategic objectives to aim for: 1, Change the other (hardly feasible) eee fons 2. Change the situation _A values 3. Change yourself ae AIM; oy ons Intercultural Communication > Self-Knowledge > Ways to deal with games t a) What keeps happening over and over again, b) How does it start? \ ©) What happens next? XA 4) And then what happens? Sy | €) How does it end? Victim f) How do you feel after it ends? Adassic game John James The game plan) The Dramatic Triangle > Active Listening [avoid doing this Practice doing this : asking closed questions asking open question, following the emotional head | | cirocting tho topic towards what we are interested in| directing the topic towards what the others interested in | giving your point of view, making positive oF accepting what is said, witnossing the affective negative judgements dimension | bringing in new information reflecting back what has been said, perhaps even repeating it verbatim giving advice or seeking to solve a problem in order | Being authentically present rather than ‘doing’ anything tohelp | inorder to hap > Needs-based communication (Non-Violent Communication) ~ a conflict is both the expression of a need and the sign of an obstacle ~ psychological needs are universal ~ we dispose of a range of strategies and tactics to meet our needs - how shall we meet your needs without frustrating mine? ~ identifying each party's frustrated needs ~ the cooperative and needs-based approach backtrack from position to needs... List of basic needs that we often lseek to satisfy in the workplace coopertveaproech and nee basa approach + self-esteem, respect Coopeathe Needs Based + selbexpression, being heard and Istened to een Ce + belonging, autonomy. % a + tt support POSITIONS —> INTERESTS —> NEEDS + making a useful contribution, appreciation + calm peace + Harmonious interpersonal relationships Boye AIM. my. Day-to-Day Negotiation Strategies and Tactics > Strategy vs. Tactics During a negotiation one can distinguish two levels: the strategic level and the tactical level. (cxpcnee) Strategy Tactics \/ - Direction (Strategy) Pranning Doing Larger Scale | Smaller Scale Path (tactics) wy How aw N Diticut to copy | Easy 0 Copy Long Time Frame | Short Time Frame Exercise: See examples of tactics in appendix A > Tools for defining negotiation strategies Some researchers use Thomas and Kilmann’s model to think about tactical options. By applying four criteria to the chart of negotiation styles, they determine a recommended approach (for us and for the other party). Style thus becomes a tactical choice that influences behaviours (determining which tactics will be used). The four criteria: ~The importance of the stakes : What is my risk ? What are my chances ? - The position in the balance of power : What power do have ? ~ The interdependence of interests : Is the zone of possible agreement positive or negative ? ~The quality of the relationship :s the relationship poor or absent (-), or good (+) ? The diagram below presents a strategic perspective that overlays the evaluation of the four criteria with the Thomas — Kilmann style matrix. Competion Cotaboraion Companion Conant +fef> N 4 \ pL \ Compromise 2 Compromise \ Stakes Balance of Power Assertiveness = Quality ofthe relationship * (Gladwin & Walter (1980) and Saner (2008) -S erdependence of titerests +7 > Actors Strategic Analy: ‘As part of their sociological analysis of organisations, Crozier and Friedberg define ‘Strategic Analysis’ and lay down its rules. Itinvolves analysing the strategies of the actors present, by examining their objectives, stakes, and room for leverage (resources, relations, assets, constraints, etc), given the situation and context, etc. See a simplified grid on sheet 11. key sas AIM;

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