Negotiation Skills: Tactics and Time Management

Posted on Nov 2, 2024 in Philosophy and ethics

Negotiation Process: Tactics & Time Management

Negotiation is a process with a beginning, middle, and end, unfolding in phases over time.

Step 1: Preparation

To prepare, you must:

  • Understand the entire deal.
  • Identify areas of greatest value.
  • Analyze the negotiators.
  • Evaluate possible scenarios.
  • Use a checklist.

This requires:

  • Systematically examining the subject.
  • Knowing the negotiation history.
  • Building likely scenarios, including pre-negotiation agreements and potential breaches.
  • Analyzing actors (yourself and others) based on skills, behavior, and past negotiation results.
  • Assessing the best possible outcomes for both parties (Best Alternative to a Negotiated Agreement).
  • Anticipating consequences of likely agreements.

Step 2: Building

This phase begins with initial contact and includes value creation. It involves relationships, interests, options, and legitimacy.

Relationship

Strong relationships empower negotiation. Transactions should improve the ability of parties to work together again.

Interests

Interests are not positions (stated requirements). Interests are underlying needs, concerns, hopes, desires, and fears. Agreements that meet these interests are better deals.

Options

Options are possible agreements. A better agreement is the best of many options, maximizing win-win potential.

Legitimacy

Legitimacy is the perceived fairness of an agreement. Fairness relies on external parameters like laws, industry standards, or precedents.

Step 3: Negotiation

This is the distributive phase—dividing the resources.

Four rules:

  1. Frame the problem.
  2. Listen more than you talk.
  3. Combine empathy with assertiveness.
  4. Summarize frequently.

Step 4: Closing

This is the conclusion and decision-making phase.

Sustainable agreements satisfy:

  • Substantive interests (each party achieves their goals).
  • Fair procedure (a fair outcome).
  • Relationship needs (parties feel respected and willing to collaborate).

Step 5: Reconstruction

Invest in the relationship and your reputation.

Tips:

  • Offer praise when deserved.
  • Highlight the other party’s victory (verbally or in writing).
  • Claim legitimacy “This is the right thing””This is a fair dea”).
  • Celebrate!

Follow Up

After the agreement, maintain communication and monitor compliance. Non-compliance damages future relationships and reputation.

Difficult Situations & People

Negotiations aren’t difficult; people can be. Humans are unpredictable.

Step 1: Identify the Problem

Problems may manifest as pressure:

  • Time pressure “I have to leave in five minutes”)
  • Emotional outbursts
  • Threats “My way or no way”)
  • Accusations “You don’t want an agreemen”)
  • Illegitimate proposals
  • Emotional blackmail “Trust me”)
  • Ultimatums
  • Bribery

Problems can also be unfair behavior (rule-breaking, lying, etc.).

Step 2: Don’t React

Don’t respond immediately. Control your emotions. Let the other person continue. Address ideas, not the person. Emotional control disarms.

Step 3: Check the Scene

If the problem persists, take a break (request a postponement or speak to a superior).

Step 4: Recognize the Problem

Use control, information, and logic. Problem recognition may provide the solution.

Step 5: Separate People from Problems

Show awareness of tactics. Separate people from the negotiation process. Diagnose the other party’s style (hard, soft, or principled).

Step 6: Reset the Game

Strategies:

  • Reset positions, focusing on interests.
  • Reset statements using objective criteria.
  • Reset relationship clashes (avoid reacting to provocation).
  • Reset personal attacks, focusing on the problem.
  • Redefine requirements as options.
  • Reset intransigence regarding rules.
  • Avoid accusatory language (avoid”yo”; use””).

Step 7: Change the Game

If previous tactics fail:

  • Change the other party’s player (speak to a supervisor).
  • Change your player (negotiate with a colleague).
  • Add a player (a boss or mediator).
  • Use power to educate, not humiliate.

Based on these principles, you may achieve a positive outcome, or decide to suspend or abandon negotiations.

Negotiating with Different Styles

All styles are good. Knowing your style and the other party’s style is key. Present your ideas effectively.

Catalyst

Emphasis on innovation, creativity, and big ideas.

Supporter

Emphasis on teamwork, people, and conflict resolution.

Controller

Emphasis on cost reduction, deadlines, results, and independence.

Analytical

Emphasis on information, data, details, and security.

Use sources of power effectively for success.