WIN WIN NEGOTIATIONS
Become confident in negotiations over issues of mutual benefit
Every negotiation method is judged objectively on the basis of three criteria:
It must lead to a wise solution if there is one
It has to be efficient
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