WIN WIN NEGOTIATIONS

Become confident in negotiations over issues of mutual benefit

Every negotiation method is judged objectively on the basis of three criteria:


  1. It must lead to a wise solution if there is one

  2. It has to be efficient

  3. And it has to improve or at least not worsen the relationship between the negotiating parties   


Roger Fisher & William Ury

 "Getting to Yes"

 

HOW CAN YOU BUILD RELATIONSHIPS OF TRUST DURING A NEGOTIATION?

Taking the pressure off the negotiation table

Success in negotiations depends primarily on four principles developed by Harvard: 


Separate the people from the problem: The people involved in a negotiation are often more of a problem than the issue on the table. Therefore, address each separately and treat each appropriately


Focus on interests not positions: The purpose of a negotiation is to realise your interests, not to defend your position. Define and state your own interests and learn about those of the other side to ensure a productive long-term relationship.


Invent options of mutual gain: Use methods for furthering creativity in order to develop options. Work on developing solutions which can change the form and scope of the negotiation while serving everyone's interests. 


Insist on using objective criteria: Measure the result of your negotiation against mutually agreed objective criteria, so that neither side will have to 'give-in' and both sides can work towards a fair solution.

 

CONTENTS

Negotiation Fundamentals

  • The negotiation model of Harvard

  • Your profile as a negotiator

  • Common negotiation mistakes

  • The characteristics of an effective negotiator


Separating the people from the issue

  • The relationship between the two sides 

  • The position of the other side 

  • Negotiation worksheet: My case

  • Negotiation worksheet: The case of the other side 

  • Attitude towards the negotiating partner 


Focus on interests not positions

  • Clarifying interests

  • Negotiation objectives 

  • Setting the objectives of a negotiation 

Invent options of mutual gain

  • How to develop options 

  • Identifying the absolute and desirable criteria 

  • Exploring creative options 

  • Avoiding positional bargaining

Insist on using objective criteria

  • Evaluating the results of a negotiation 

  • Developing your BATNA and the BATNA of the other side

Negotiating under pressure

  • Overcoming barriers in communications 

  • Applying Aikido philosophy to deal with threats 

  • Exerting positive influence 

Workshop Specifics

Duration: 2 - day workshop (16 hours or time-phased) 

Included in the workshop: Your personal negotiation profile, Negotiation preparation template, trainee manuals and certificates of participation

 

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