Negotiation Skills Basics

Negotiation
Objective
• Explain What is Negotiation
• Explain the Basic Principles of Negotiation
• Describe the Benefits of Negotiation
• Explain the Types of Negotiation Strategies
• Explain the Stages of the Negotiation Process
• Describe the Concepts of a Win-Win Negotiation
• Explain the Various Styles of Negotiation
• Explain What is BATNA
• Describe Strategies for Developing Negotiation Skills
• Explain the Types of Third Party
• Explain the PROBE Technique for Negotiating
• Describe the Negotiations in Organizations
• List the Issues in Negotiation
• List the Characteristics of a Good Negotiator
• List the Tips for Effective Negotiation
Introduction
Globus Inc. is a leading

IT giant. Peter Looney
is a Project Manager in
Globus Inc. He is
responsible for
meeting the clients for
every new software
development project
that comes to Globus.
Introduction
Maxwell
Telecommunications, a
leading Telecom
Service company
recently came to
Globus to have new
SAP based database
software to be
developed for them.
Introduction
Peter carefully
reviewed and analyzed
Maxwell’s
requirements and
came up with a Project
Plan.
Introduction
Now, the only thing

that Peter needed to
go ahead with starting
the project and
develop the software
was the client’s
approval of the Project
Plan.
Introduction
Peter held a meeting

with the clients to
discuss the Project
Plan and gain overall
approval for the terms
and conditions of the
Project.
Introduction
The client was in a

hurry to get the
software. Peter tried to
negotiate upon
broader deadlines but
due to client’s
pressure, he ultimately
agreed to finish the
project as per their
requested deadlines.
Introduction
When the project was

under progress, Peter
and his team realized
that the deadlines that
he had agreed upon
are nearly impossible
to meet.
Introduction
Peter and his team

were not able to
complete the project
as was promised to the
client due to which
Globus had to pay
some penalty for late
delivery.
Introduction
Also, the client added

new requirements that
had to be incorporated
in the software.
However, Peter had
not negotiated about
the terms with the
client for any further
enhancements or
features being added
to the software.
Introduction
Hence, Globus had to

incur a loss in the
project because the
scope of work had
increased but the
terms of the project
had not been
negotiated well.
Introduction
Also, Peter’s team was

forced to work 7-days,
even from home to try
to complete the
project.
Introduction
Why do you think

Peter’s team had to
suffer? Why did Globus
have to incur a loss in
this Project?
Introduction
Yes, all this happened

because Peter had not
initially negotiated
well with the client
about the deadlines
and the scope of work.
Introduction
If Peter had clearly

negotiated the terms
of the project with the
client and negotiated
realistic deadlines,
Globus would not have
needed to pay any
penalty.
Introduction
Also, if Peter had

negotiated the scope
of work in detail with
the client, then Globus
would not have to
incur any loss in this
project.
Introduction
Thus, you can see that

‘negotiation skills’ are
a must for anyone to
succeed when dealing
with people.
Let us learn
a bo u t
‘Negotiatio
n Skills’ in
detail.
Objective
What is Negotiation?
• Negotiation is a discussion between two

parties to find out the solution and for
the purpose of reaching a joint
agreement about differing needs or
opinions.
• It involves using the art of ‘persuasion’

to get others to understand and agree
with your viewpoint. It works best when
an individual has a win-win attitude.
What is Negotiation?
• The key skills that are involved in a

successful negotiation are that of good
communication skills, sales and
marketing skills, good psychological
analytical skills, sociology skills,
assertiveness and conflict resolution
skills.
• Therefore, negotiations may take place

between various kinds of different
people such as between a customer and
seller, a boss and employee, two
business partners, a diplomat or a civil
servant and a foreign diplomat,
between spouses, between friends and
between parents and children.
Need for Negotiation
ly s a me.
e e x act i v id u al
p le a r
e r y i n d
ff e r e nt
o pe o n d ev in d i
No t w e a c h a
e r e n t l y
w a n t s,
fore , e s di ff e ed s ,
Th e re
b e h a v
e re n t n
ff e r e n ce
in ks and h a s diff b a s ic di
th
o n s and I t is t his e to me.
situ a ti s . r i s e-to -ti
a n d aim a t g ives tim
s h m
belief n people t conflict fro
e
betwe ement and i t h e ach
disag
re o -e xist w ell as
u t u ally c ional as w se
r , t o m o fess t th e
o v e , p r t h a
More t personal important ould be
a is h
other s level, it eements s
u s in es d i sa gr
b s an d
i c t
confl d.
e
resolv
Need for Negotiation
g u m ent
d to ar
a y le a o n e or
ic ts m lt i n
co n fl y r es u p p y.
cau s e hm a un h a
is b e w h ic e li n g
This n t m ent a rti e s fe
es e p lved
and r e involved o ne i n vo
f t h v e r y ent
all o e lp s e ee m
tiation h nd of agr o m eet
, ne g o gro u n da ls
n c e o n t s a
He
k a comm greemen
to see n the disa ectives.
e bj
betwe dividual o
in
their
Objective
Basic Principles of Negotiation
There are a few common basic principles that apply to all types of negotiations
and in all situations. Some of the basic principles of negotiation are as follows:
ti a ti o n , t he The initiatio
There are a In any ne
g o n of any
lways at s h a re at negotiation
least ‘two p r ti e s
arties’ two pa m m on results due
always
involved an o m e c o to different
y least s e r in t h e o p i n i o n s an
s t , e i t h d objective
negotiation
process. intere r or in of the two p s
c t m a tt e arties whic
subje hinders the h
e n e g o ti ating outcome in
th b rings general.
x t t h a t
conte
o th t h e parties
b
in a
together
n.
negotiatio
It is a gener
al belief, th d e v e r y party
at Each a n
parties do c oa
negotiation
o n s i d er enters int i th a
as a better a ti o n w Each an
way of tryin negoti a t t h ey d every
f t h e party
their differe
g to solve firm belie nce of
nters in
to a neg
nces. v e a c h a w i th otiation
d o ha e ot h e r a fi r m belie
a d in g th th e y f that
persu i r
fy thei initia
s h a l l maintai
to m o d n their
party l stance
rig in a l s tance. persuad and
o e
to chan the other part
ge. y
n t that in The negotia

i s im p o r ta tion proces
Every nego I t o n , is always a pr s
o tia ti o
tiation proc
e s s e v e r y n eg a t d i re c
c es s o f
involves co te ti me i s t and verba
mpromise o a d e q u a in l
change of o r d er to t er c hange whic
p in i o n o f o n a n d i n o r h
or both par e h u s in v o l ves interactio
ties in orde b at e t h e vario n
reach an ac r t o d e t h t h e b e t w e
ceptable fin w p o i n t s of b o en parties.
agreement al vi e ch a n
. s a n d re a
partie
t.
agreemen Each party h
as s o m e
influence o
r power,
whether it m
ay be real
or assumed
, over the
other ’s abili
ty to act an
think. d
The Art of Negotiation
Negotiation is an art; you can get
better and better with it.
If you feel that you don’t have an
innate talent for negotiations,
don’t be disappointed because
these skills can be honed and
developed with the proper
training and practice.
People who always speak good
things may feel that they are good
negotiators, but that is not always
the case. Negotiation is all about
understanding what you want and
what the other person wants, and
then coming up with a win-win
scenario.
The Art of Negotiation
Negotiation happens everywhere
– it’s omnipresent. You may have
to negotiate over anything – right
from the deadlines of a project to
which person will do what chores
at home.
In the real world, it is sometimes
difficult to ascertain whether your
negotiation is good or bad. You
may think that you are a good
negotiator, but in reality, it may be
just the opposite.
Even before you negotiate, you
will have to know what can be
negotiated and what cannot be
negotiated.
Objective
Benefits of Negotiation
The following are some of the benefits of negotiations:
Good negotiations It helps to reach Good

They help you to
help you to gain a ‘Win-Win’ negotiations also
identify and understand
better control in Solution, which help to improve
you’re as well as the
business as well as is mutually interpersonal
other parties’ interests
personal situations. beneficial to all relationships.
and also understand the
differences between the parties
both. involved in a
negotiation.
Benefits of Negotiation
The following are some of the benefits of negotiations:
They help to Negotiations help to

It is one of the Negotiations
develop and reach an agreement in
easiest and help to reduces
maintain an overall cases where a dead-
quickest ways to stress and
harmonious and end may be reached if
solve conflicts frustration
thriving a consensus is not
and among two
interpersonal established between
disagreements. conflicting
environment. two differing needs,
individuals.
wants or opinions.
Objective
Types of Negotiation Strategies
There are two main types of negotiation strategies which are as follows:
e
Distributiv
n
Negotiatio
Integrati
ve
Negotia
tion
Let’s look at each in detail.

Distributive Negotiation
• ‘Distributive Negotiation’ is also known

e
Distributiv
as ‘Positional’ or ‘Competitive’ or ‘Fixed
Pie’ or ‘Win-Lose’ Negotiation. It is a n
type or style of negotiation in which the Negotiatio
parties compete for the distribution of a
fixed amount of value.
• The involved parties in a ‘distributive
negotiation’ have a ‘win-lose’ attitude
towards reaching the goal and is based
on an attempt to divide up a fixed pie or
amount of resources for oneself.
• ‘Distributive Negotiation’ involves
holding on to a fixed idea, or position, of
what you want and arguing for it and it
alone, regardless of any underlying
interests.
Distributive Negotiation
• ‘Distributive Negotiation’ is also known

as ‘Positional’ or ‘Competitive’ or ‘Fixed
D istributive
Pie’ or ‘Win-Lose’ Negotiation. It is a
N eg otiation
type or style of negotiation in which the
parties compete for the distribution of a
fixed amount of value.
• The involved parties in aT‘distributive
he main focus in
negotiation’ have a ‘win-lose’ such a type of ne
strategattitude
y is on achieving gotiation
towards reaching the goal or and immediate goals,
no reisgbased
ard for building fu with little
on an attempt to divide Gup enaefixed ture relationship
rally, npie or
o new creative so s.
amount of resources forsuoneself.
ch negotiations a lu tion is reached in
• ‘Distributive Negotiation’ s the parties spen
timinvolves
e and energy in re d least possible
holding on to a fixed idea, solving the conflic
outorcom position, of
e of the negotiati t . Th e
what you want and arguing
presefor on is reached by
ntaittioand it
n of fixed solutio
alone, regardless of anychunderlying
oice is made quic ns and a decision
k ly. or
interests.
Integrative Negotiation
• ‘Integrative Negotiation’ is also known
as ‘Interest-based’ or ‘Cooperative’ or
‘Win-Win’ or ‘Non-zero Sum’
Negotiation. It is a type or style of
negotiation in which the parties
cooperate to achieve a satisfactory
result for both. The involved parties in
an ‘integrative negotiation’ have a ‘win-
Integrati win’ attitude towards reaching the goal
ve
Negotia and attempt to strive not just for their
tion
own outcomes, but for favorable
outcomes for both sides.
• ‘Integrative Negotiation’ involves
reaching an agreement keeping into
consideration both the parties’ interests
which includes the needs, desires,
concerns, and fears important to each
side.
Integrative Negotiation
Roll your mouse over
• ‘Integrative Negotiation’ is also known
the icon, to learn
as ‘Interest-based’more.
or ‘Cooperative’ or
‘Win-Win’ or ‘Non-zero Sum’
Negotiation. It is a type or style of
negotiation in which the parties
The main focooperate to achieve a satisfactory
cus in such a type
strategy is oresult for both. Theoinvolved
n developing mu
f negotiaparties
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‘integrative negotiation’ eficiaal ‘win-
Integrati based on the inte
ve disputants. win’ attitude towards restreaching
s of the the goal
Negotia and attempt to strive not just for their
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ew creative soluti
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Tip
i lls t hat
u c i al sk o r:
s t c r ti at
t h e mo a t n ego
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i
llow to becom e
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Th l p y ou fl ex ibl
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•
l w ays e od socia
• A velop go ntuitions
e i
• D llow your
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• B
Distributive vs. Integrative Negotiation
The given table shows the comparison between Distributive Negotiation and
Integrative Negotiation.
Distributive Negotiation Integrative Negotiation
It involves discussion of only one issue at a It involves discussion of several issues at a
time. time.
Involved parties have a ‘Win-Lose’ attitude Involved parties have a ‘Win-Win’ attitude
towards reaching the negotiation outcome. towards reaching the negotiation outcome.
Each party wants to use the negotiation to Each party wants to use the negotiation to
maximize its own share of ‘fixed pie’. ‘expand its own share of the pie’ by creating
and claiming value.
It is an approach usually used in one-time It is an approach usually used in a continuing
relationship between two people. relationship between two people.
The involved parties keep their respective The involved parties share their respective
interests hidden. interests with the other party.
Each party expresses a strong position for Each party expresses and try to come up with
each issue. as many options as possible per issue to
maximize mutual gains.
Distributive vs. Integrative Negotiation
The given table shows the comparison between Distributive Negotiation and
Integrative Negotiation.
Distributive Negotiation Integrative Negotiation
The involved parties keep information hidden. The involved parties share information with
each other and try to get to the root cause of
the ‘why’ of the existence of the issue.
The involved parties are adversaries. The involved parties are joint problem-
solvers.
The aim of such negotiation is ‘winning’. The aim of such negotiation is ‘making a wise
decision’.
The main focus of involved parties is on their The main focus of involved parties is on their
‘stance or position’. ‘goals and objectives’.
The involved parties use pressure to get what The involved parties do not use pressure but
they want. strive to get what they want through
principles.
MCQ
Q. Distributive Negotiation is also

commonly known as ___________.
Click on the
radio button
to select the
correct
answer!
MCQ
Q.
GooDistributive Negotiation is also
d ! That'sknown
commonly Rightas
! ___________.
Correct Ans
wer:
Distributive
Negotiation
known as ‘P is also comm
ositional Ne on l y
gotiation’.
l ic k he re to
C
!
continue
MCQ
Q.
ThaDistributive
t's Not QuNegotiation
ite Rias
is also
commonly known gh___________.
t!
Correct Ans
wer:
Distributive
Negotiation
known as ‘P is also comm
ositional Ne o nly
gotiation’.
l ic k he re to
C
!
continue
Objective
Stages of the Negotiation Process
The following are the stages of any negotiation process:
Let us look at each in detail.

Meeting
1
Meeting:
• The first stage of the negotiation

process is the negotiation
meeting.
• The meeting can be in an informal

or formal setting.
• When there are two parties

meeting, the venue, date and time
are decided first.
• The meeting begins with

introductions.
Inquiry
2
Inquiry:
• The second stage of the

negotiation process is the stage of
inquiry.
• During the inquiry stage, both

parties exchange information and
discuss their concerns.
• The main objective of this stage is

to ascertain the strengths and
weaknesses, needs, wants, desires
and issues.
Bargaining
3
Bargaining:
• The third stage of the negotiation

process is that of bargaining.
• During the bargaining stage, both

parties make offers and tradeoffs.
• At this stage, both the parties

consider all the possible options
available to find a middle path
between their differences.
Closure
4
Closure:
• This stage occurs after both the

parties have looked at all the
options closely.
• During the closure stage, both

parties restate their positions and
confirm their tradeoffs they are
willing to negotiate.
Acceptance
5
Acceptance:
• The final stage of the negotiation

process is acceptance.
• During the acceptance stage, both

parties would either decide to
suspend negotiations or they may
reach an agreement.
Real Life Example
Let us now look at a

real life example to
understand the stages
of the negotiation
process.
Real Life Example
You have seen in the

introduction scenario
how Peter Looney, a
Project Manager at
Globus Inc. failed to
negotiate well with the
Maxwell client due to
which Peter’s team
had to suffer and also
his company had to
incur a loss in the
Project.
Real Life Example
Yes, all this happened

because Peter had not
initially negotiated
well with the client
about the deadlines
and the scope of work.
Real Life Example
Stage 1: Meeting
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
To negotiate well with the client, the first
Bargaining
thing that Peter should do is to prepare
well for the meeting. Peter could go
Stage 2: through the Project Plans of similar
Inquiry projects that Globus had handled in the
past, talk to and seek guidance from his
Stage 1: superiors and put all the data and
Meeting information that he gets related to the
project at one place.
Real Life Example
Stage 1: Meeting
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
To negotiate well with the client, the first
Bargaining
thing that Peter should do is to prepare
Peter should also
makmeeting.
well for the e a list ofPeter
all thcould go
Stage 2: he has to clear w e queries that
throughitthe
h thProject
e clientPlans
, thingof similar
Inquiry agree to and cann s that he can
projects othat
t agGlobus
ree to whadith thandled
he clientinetthe
past, talk to and seek guidance from his c.
Also, at the meeti
Stage 1: superiorsngand
Peteput
r shall
outhe data and
ld co
client as a cool, c me across to the
Meeting onfidethat
information nt and profession to the
he gets related
al person.
project at one place.
Real Life Example
Stage 2: Inquiry
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Stage 2:
Inquiry
During the inquiry stage, Peter should
exchange information with the client and
Stage 1: discuss their concerns, scope of work,
Meeting deadlines, future enhancements etc.
Real Life Example
Stage 2: Inquiry
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Stage 2: At this stage, Pete

Inquiry r should find out
requiremeDuring
nts, hothe the client’s
w, winquiry
hich anstage,
d whePeter should
these requexchange
irementsinformation n can he fulfi l
and any othewith the client
r terms and
and
Stage 1: conditionsdiscuss
that mtheir
ay noconcerns,
t be agreescope of work,
able to Globus.
Meeting deadlines, future enhancements etc.
Real Life Example
Stage 3: Bargaining
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Stage 2:
Inquiry
At this stage, Peter should now agree to
terms that are completely acceptable and
Stage 1: offer options and tradeoffs for things that
Meeting are unacceptable as is stated by the client.
Real Life Example
Stage 3: Bargaining
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Stage 2: Peter should mak

Inquiry e sure that he as
position aAt
ndthis certains his
takestage,
s a staPeter
nd in should
agreeinnow agree to
possible aterms
nd accthat g to o nly and
eptaare completely
ble d ea d acceptable
lines, current sco
Stage 1: terms regaoffer
rdingoptions
future eand thingspthat
e,
nhatradeoffs
ncementsfor etc.
Meeting are unacceptable as is stated by the client.
Real Life Example
Stage 4: Closure
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Bargaining
Stage 2:
Inquiry
At this stage, it is important that both the
client and Peter restate their positions and
Stage 1: confirm their tradeoffs they are willing to
Meeting negotiate.
Real Life Example
Stage 4: Closure
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Bargaining
So, agreement sh
ould be achieved
deadlines, curren on the agreed
Stage 2: t scope, terms re
enhancements et garding future
Inquiry c. It should be ag
the partieAt this
s th stage, it is important reethat
d upoboth
n bythe
bo t h
at th e discussed and a
terms wouclient
ld noand grepositions
ed upon and
w bePeter restate their
drafted into a leg
Stage 1: contract bconfirm
etween the twtradeoffs
their a l an
they are willing
d bindto
ing
Meeting negotiate. o p a r ti es .
Real Life Example
Stage 5: Acceptance
Stage 5:
Acceptance
Stage 4:
Closure
Stage 3:
Bargaining
Stage 2:
Inquiry At this final stage of the negotiation
process, Peter should make sure that both
the parties agree to signoff the deal and
Stage 1:
Meeting reach an agreement on the terms of the
Project.
Negotiation Outcomes
The given image shows the various options of possible outcomes with respect
to the parties involved in a negotiation.
YOU
WIN LOSE
I Win,
WIN
We Both Win
You Lose
ME
I Lose, We Both
LOSE
You Win Lose

Objective
Critical Concepts of Win-Win Negotiation
The following are the five most critical concepts that you should keep in
mind for a win-win negotiation:
Pause for
reflection
Control the Search for

outcome needs and
requirements
Agree on
factual Clarify your
information objectives in
the beginning
Let’s look at each in detail.

Pause for
Reflection
Pause for Reflection

outcome • Ask the questions:
needs and
requirements o What do you want from
this meeting?
o What resistances do you
envisage?
Agree on o What will you do to
Clarify your
factual
objectives in overcome these
information
the beginning resistances?
Pause for Search for needs and

reflection requirements
Control the Search for • Ask the questions:

outcome needs and o What are my needs and
requirements
requirements?
o What are the needs and
requirements of the
Agree on other party?
Clarify your o What do we have in
factual
objectives in common?
information
the beginning
o What are the biggest
gaps?
Pause for
reflection Clarify your objectives in the
beginning

outcome • Ask the questions:
needs and
requirements o What are the most
important issues that
need to be discussed?
o What are the most
Agree on important issues to the
Clarify your
factual other party?
objectives in
information o What are the levels of
the beginning
potential outcomes?
Pause for
Agree on factual information reflection

• Ask the questions:
outcome needs and
o Have I examined all
requirements
arguments that I intend
to use during the
meeting?
o Which of the arguments Agree on
factual Clarify your
are assumptions?
information objectives in
o Which of the arguments the beginning
are facts?
Pause for
reflection
Control the outcome Control the Search for

outcome needs and
• Ask the questions: requirements
o What elements of timing
can you control?
o What is the best
Agree on
combination or Clarify your
factual
channel? objectives in
information
the beginning
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the icon, to learn more.
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Negotiation Skills Basics

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Negotiation

Globus Inc. is a leading

Now, the only thing

Peter held a meeting

The client was in a

When the project was

Peter and his team

Also, the client added

Hence, Globus had to

Also, Peter’s team was

Why do you think

Yes, all this happened

If Peter had clearly

Also, if Peter had

Thus, you can see that

• Negotiation is a discussion between two

• It involves using the art of ‘persuasion’

• The key skills that are involved in a

• Therefore, negotiations may take place

n t that in The negotia

Good negotiations It helps to reach Good

They help to Negotiations help to

Let’s look at each in detail.

• ‘Distributive Negotiation’ is also known

• ‘Distributive Negotiation’ is also known

Q. Distributive Negotiation is also

Let us look at each in detail.

• The first stage of the negotiation

• The meeting can be in an informal

• When there are two parties

• The meeting begins with

• The second stage of the

• During the inquiry stage, both

• The main objective of this stage is

• The third stage of the negotiation

• During the bargaining stage, both

• At this stage, both the parties

• This stage occurs after both the

• During the closure stage, both

• The final stage of the negotiation

• During the acceptance stage, both

Let us now look at a

You have seen in the

Yes, all this happened

Stage 2: At this stage, Pete

Stage 2: Peter should mak

You Win Lose

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Let’s look at each in detail.

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