This document discusses negotiation strategies and techniques. It defines negotiation as a dialogue between two or more parties to reach an understanding, resolve differences, or gain advantage. There are two main types of negotiation: distributive (positional bargaining) which is competitive and focuses on dividing a fixed resource, and integrative (principled bargaining) which is collaborative and aims for mutual benefit. The document also outlines five negotiation styles (avoiding, accommodating, competing, collaborating, compromising), strategies for effective preparation like determining your best alternative to a negotiated agreement, and tips for the negotiation process itself.
This document discusses negotiation strategies and techniques. It defines negotiation as a dialogue between two or more parties to reach an understanding, resolve differences, or gain advantage. There are two main types of negotiation: distributive (positional bargaining) which is competitive and focuses on dividing a fixed resource, and integrative (principled bargaining) which is collaborative and aims for mutual benefit. The document also outlines five negotiation styles (avoiding, accommodating, competing, collaborating, compromising), strategies for effective preparation like determining your best alternative to a negotiated agreement, and tips for the negotiation process itself.
This document discusses negotiation strategies and techniques. It defines negotiation as a dialogue between two or more parties to reach an understanding, resolve differences, or gain advantage. There are two main types of negotiation: distributive (positional bargaining) which is competitive and focuses on dividing a fixed resource, and integrative (principled bargaining) which is collaborative and aims for mutual benefit. The document also outlines five negotiation styles (avoiding, accommodating, competing, collaborating, compromising), strategies for effective preparation like determining your best alternative to a negotiated agreement, and tips for the negotiation process itself.
This document discusses negotiation strategies and techniques. It defines negotiation as a dialogue between two or more parties to reach an understanding, resolve differences, or gain advantage. There are two main types of negotiation: distributive (positional bargaining) which is competitive and focuses on dividing a fixed resource, and integrative (principled bargaining) which is collaborative and aims for mutual benefit. The document also outlines five negotiation styles (avoiding, accommodating, competing, collaborating, compromising), strategies for effective preparation like determining your best alternative to a negotiated agreement, and tips for the negotiation process itself.
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Presented By:
AKSHAY KUMAR (006)
MBA 13-15 A dialogue between two or more people or parties intended to:
reach an understanding resolve points of difference to gain advantage for an individual or collective, or to craft outcomes to satisfy various interests NEGOTIATION The study of this subject is called Negotiation Theory.
NEGOTIATION Two or more parties (or interests) A basis for communication Interest by the parties in entering into negotiations Interest by the parties in achieving an outcome Interdependence Power of the parties to commit Decision-making ability Let us never negotiate out of fear, But let us never fear to negotiate. NEGOTIATION TYPES DISTRIBUTIVE (Positional Bargaining) Involves arguing based on a position Each party takes an extreme position always on opposite ends of the spectrum Pie analogy Zero-sum game One-time relationship Competitive approach Intensifies the conflicts further INTEGRATIVE (Principled Bargaining) Parties collaborate to find a "win-win" solution to their dispute Final goal is a result that is as good as possible for both parties Win-win game Continuing long-term relationship Collaborative approach Works as a conflict management tool
We cannot negotiate with people who say what's mine is mine and what's yours is negotiable. E.g.: One apple and two boys NEGOTIATION STYLES Any negotiation has a limit. Otherwise, war is irrelevant. NEGOTIATION STYLES Negotiating means getting the best of your opponent. AVOIDING Pros: Defers confrontational negotiation. Displays tact and diplomacy.
Strategy: When not interested in negotiating. ACCOMODATING Pros: Derives satisfaction from solving problems. Good team builder.
Cons: May make unwise concessions. Little patience for other partys needs.
Strategy: When hostilities need to be lessened.
COMPETING Pros: Views negotiation as a game to win. Excellent instincts for claiming value.
Cons: Focus on issues that are easy to define win-loss. Believes in treating people fair and avoiding needless conflict.
Strategy: substantive interests are important but not the relationship. NEGOTIATION STYLES In business, you don't get what you deserve, you get what you negotiate. COLLABORATING Pros: Enjoys participating in joint problem solving Instinctively tries to discover and satisfy the real interests of the parties
Cons: May transform a simple problem into a complex one No patience for the give and take that comes with collaborative thinking
Strategy: Used when relationship and the substantive outcomes are important COMPROMISING Pros: Eager to conclude negotiation on fair standards Best when stakes are small and time is short
Cons: Can rush the process and agree to unnecessary concessions Refuses to compromise on principle
Strategy: Used when stakes are small, time is short, or in a weak bargaining position
Best Alternative To a Negotiated Agreement Value or point at which you will choose no agreement over a settlement Similar to the walk-away value or point Always decide your BATNA before entering any negotiation! ZOPA : Zone Of Possible Agreement Dont bargain yourself down before you get to the table. BATNA (Buyer) (Seller) Buyer walkaway position Seller walkaway position NEGOTIATION PROCESS A miser and a liar bargain quickly. PREPARATIO N Always start with a clearly defined BATNA and stick to it List all key issues Set priorities Develop support arguments (Facts, Information, Logic etc.) EXCHANGE Stick to ground rules ( 5Ws Who, What, When, Where, Why) Initial offers Posturing to state ones case may present conflicting views BARGAINING Two critical variables shape the negotiation: number of parties, number of issues 02 party and single issue = zero-sum 02 party and multiple issues = trades to achieve an efficient settlement 03 parties and single issue = auction process 03 parties and multiple issues = consensus by all on some or all issues SETTLEMENT Result is always either a settlement or an impasse Reasons for Impasse non-communication of interests excessive emotional involvement failure of one or both to realize the interests of the other party Start out with an ideal and end up with a deal. Consider both, your interests and the other party's interests Brainstorm options for the agreement Consider how you can add validity to these options Think about the alternatives for both parties Focus on keeping lines of communication open Assess your relationship with the other party Consider the commitments at stake. NEGOTIATION PREPARATION STRATEGIES