Chapter 3: Preparation & Planning pot

Why Plan? Critical to successful negotiations  Provides the ability to set the tone and direction of the negotiation Individuals with higher levels of planning inclinations will have m

Chapter 3

Why Plan?

 Critical to successful negotiations

 Provides the ability to set the tone and direction of the negotiation

Individuals with higher levels of planning inclinations will have more successful

negotiation outcomes than those who are

Information Needs

Negotiators should know:

• Other parties’ needs & interests

• Available resources of the other party

• Reputation and styles of the other parties

• Ability and authority of other party to make

agreements

• Strategies & tactics the other party might utilize

• Understanding of when the other party might

walk away from the negotiations

Negotiation Game Plan

Important to be prepared for any situation – competitive or cooperative

Organize

Thoughts Identify Ideal Outcomes Contingencies & BATNA Develop

Steps to Prepare for Negotiation

Negotiation Game Plan continued

 Identify communication elements

• Tone for negotiation (e.g apologetic,

determined, concerned)

• Frames for describing positions (e.g metaphors,

analogies)

• Body language to maximize effectiveness

• Claims, data, objective criteria

• Questions

• Persuasion strategies

• Methods to ensure commitments

Intelligence Gathering

Skilled negotiator gathers intelligence:

• Interests – mutual & divergent

• Concerns – mutual & divergent

• Emotional issues

• Primary claims

• Evidentiary support – strengths & weaknesses

• Potential avenues around resistance

ICE Model: Three Key Shaping Factors

Perspective-Before beginning any negotiation, the three key perspective-shaping factors (interests, concerns & emotions) must be assessed – not assumed!

Concerns Interests

Identifying Interests

 Skilled negotiators must elicit information regarding the others’ interests – both mutual and divergent

 Utilize self-disclosure to encourage openness

 Share a story of a previous negotiation

 Place interests in continuum from

Identifying Concerns

 All parties have concerns or worries

 Failure to address or identify concerns may hinder successful negotiations

Identifying Primary Claims

 Defined: Statements about interests that each

negotiator is likely to make

 Argument development

• Claim – outcome or position for which you’re arguing

• Data – evidence or reasoning supporting the claim

• Warrant – general statement that indicates why the data

are supportive of the claim

 Dissect reasoning to identify potential weaknesses and develop stronger arguments

 Lead with the strongest claims and ones that the other party may care about or are likely to believe

Argument – Claim Development

Toulmin’s Model Issue: _

Therefore

Since Warrant:

Using a Logical Vocabulary

 Proposition – True or false statement within an

argument but not alone

 Premise – Proposition used as evidence in an

Listen for Indicators

 Argument indicators: should, must, ought, necessarily

 Premise indicators: since, because, for, as,

in as much as, for the reason that, first

 Conclusion indicators: therefore, hence,

thus, so, consequently, it follows that, one may infer, one may conclude

Prepare & Anticipate Counterclaims

 Anticipate the possible ways in which your

counterpart might respond

Identify Fallacies

 Fallacies of relevance – occur when premises are irrelevant to the conclusion

 Fallacies of ambiguity – occur when

ambiguous, changeable wording in

propositions lead to more than one meaning

in an argument

Utilize Mind Maps

 Brainstorm possible outcomes – areas of disagreement

 Think beyond simplistic outcomes

 Visualize and rehearse the many possible outcomes at various negotiation choice points

Contriving Choice Points

Skilled negotiators plan ways to increase the likelihood of obtaining the desired outcomes

 Utilize persuasive communication to steer

dialogue to achieve objectives

Negotiating Styles

 Every individual will have a negotiating or communication style

• Identify and understand your primary style

• Identify the style of your counterpart

• Utilize style flexing or stretching to be more

similar to your counterpart

 Negotiations will be more successful when styles match rather than conflict

What’s Your Style?

 Focuses on rapport

 Favors consensus

 Listens intently

 Seeks mutual gain

 More likely to utilize soft tactics

Soft & Hard Tactics

Style Flexing or Stretching

• Cares about mutual gain

• What others might derive

• Encourages listening & sharing

opinions

• Doesn’t hurry

• Focuses on joint, overarching goals

• Seeks mutual understanding

• Persuades with vision not dry data

• Uses agendas as guidelines rather than restrictions

• Presents data or information

• Willing to use time to develop

understanding

• Persuades rather than demands or

• Utilize words that suggest urgency

• More direct

• Uncomfortable with chit-chat

• Assertive in identifying key issues