3936017
Getting to yes
- Don´t bargain over postion
- Position bargaining
- shop keeper vs coustumer
- Look for 3 thing: Wise agreement, improve relation and efficent agreement
- Position bargaining fails to the these 3
- Positon bargainers they lock themselves (Ego)
- Examples
- USA vs Soviet Union
- Oil company vs Farmers in Iran
- You have to look por a solution carefully cradted to meet the interest of both partys
- good agreement its possible
- positional bargainig affect relations
- with many partys positional bargainig its worst
- Being a NICE negotiator is no answer
- SOFT
- Friends
- look for an agreement
- Trust
- yield with pressure
- soft on the people and the problem
- make concessions
- make concessions
- soft on the people and the problem
- yield with pressure
- Trust
- look for an agreement
- Friends
- HARD
- Adversaris
- Loof for your Victory
- Distrust
- apply pressure
- hard on people and the problem
- Demand Concessions
- Demand Concessions
- hard on people and the problem
- apply pressure
- Distrust
- Loof for your Victory
- Adversaris
- SOFT
- Being a NICE negotiator is no answer
- with many partys positional bargainig its worst
- positional bargainig affect relations
- good agreement its possible
- You have to look por a solution carefully cradted to meet the interest of both partys
- Oil company vs Farmers in Iran
- USA vs Soviet Union
- Examples
- Positon bargainers they lock themselves (Ego)
- Position bargaining fails to the these 3
- Look for 3 thing: Wise agreement, improve relation and efficent agreement
- shop keeper vs coustumer
- Position bargaining
- Separate the people from the problem
- Focus on the people not the problem
- Negotiators are human being
- Emotions affect their perception
- Smoother/Sensitive
- Angry/Frustrated
- Am I paying enough attention to the people problem?
- Negotiator Looks for 2 things
- benefits
- Mantain Relation
- Understan people don´t change them
- 3 problems every person has negotiating
- Perception
- Understand their thinking
- Difference between
- How he sees
- How you see it
- How he sees
- Empathy
- Their point of view
- How hard they believe in it
- Don´t mix your fears with their intentions
- Send a different message than they expect
- Make sure they participate
- Make sure they participate
- Send a different message than they expect
- Their point of view
- Difference between
- Understand their thinking
- Emotions
- What is produciong this emotions?
- Desire to make your own opinion
- Desire to be recognized
- Affiliation
- Role
- Status
- NEGATIVE EMOTIONS
- Take note of them
- Don´t react
- Don´t react
- Take note of them
- NEGATIVE EMOTIONS
- Status
- Role
- Affiliation
- Desire to be recognized
- Desire to make your own opinion
- What is produciong this emotions?
- Communication
- Not easy to undestand each other
- Misunderstanding
- Other side most of the time will hear something different
- People don´t pay attention
- Lincoln: "2/3 of my brain think about what they´re going to say..."
- Listen actively and acknowledge
- ask: Did I undestand correctly?
- Let them know they have been heard
- Understanding isn´t agreeing
- Know where you´re going
- Know where you´re going
- Understanding isn´t agreeing
- Let them know they have been heard
- ask: Did I undestand correctly?
- Listen actively and acknowledge
- Lincoln: "2/3 of my brain think about what they´re going to say..."
- People don´t pay attention
- Other side most of the time will hear something different
- Misunderstanding
- Not easy to undestand each other
- Perception
- 3 problems every person has negotiating
- benefits
- Don´t:
- Take it pesonally
- Be angry with the person related to the problem
- Take it pesonally
- Negotiator Looks for 2 things
- Smoother/Sensitive
- Emotions affect their perception
- Negotiators are human being
- Focus on the people not the problem
- Focus on interest no positions
- Position are meant to achieve interest
- Not the Same
- Figure out theirs
- Find ways to satisfy both
- Ask: WHY?
- Important Facts
- What they will think about your position
- Whether it will set a precedent
- Short/Long term
- Meet their basic Need/ Monroe´s Pyramid
- Multiple Interests
- All sides are aware
- Commit yourself to their interest and don´t sacrifice yours
- Commit yourself to their interest and don´t sacrifice yours
- All sides are aware
- Multiple Interests
- Meet their basic Need/ Monroe´s Pyramid
- Short/Long term
- Whether it will set a precedent
- What they will think about your position
- Important Facts
- Ask: WHY?
- Find ways to satisfy both
- Figure out theirs
- Not the Same
- Position are meant to achieve interest
- Invent options for mutual gain
- One must win and the other lose
- 4 obstacles
- 1. Premature Judgment
- 2. Assumption that there only one solution
- 3. There is no way for mutual benefit
- 4. The other side is responsable for your problems
- Creative Solutions
- Brainstorm
- NO criticism - Rule
- Identify the best options
- Use the circle chart
- Look for common groubd abd common interest
- Look for common groubd abd common interest
- Use the circle chart
- Identify the best options
- NO criticism - Rule
- Brainstorm
- Creative Solutions
- 4. The other side is responsable for your problems
- 3. There is no way for mutual benefit
- 2. Assumption that there only one solution
- 1. Premature Judgment
- 4 obstacles
- One must win and the other lose
- Insist on Using an objective criteria
- Reach agreement based on principles
- Agree on the before hand
- Don´t give into the pressure ot threats
- Insist of being Fair
- Ask
- What are their principles
- Why did they get to that conclussion?
- Fair standars
- Socially accepted
- Scientific prove
- Take turns talking
- Socially accepted
- What are their principles
- Ask
- Insist of being Fair
- Don´t give into the pressure ot threats
- Agree on the before hand
- Reach agreement based on principles
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