Ten Best practices for negotiation
•1. Be prepared
•2. Diagnose the fundamental structure of the negotiation
•3. Identify and work the BATNA
•4. Be willing to walk away
•5. Master paradoxes
•6. Remember the intangibles
•7. Actively manage coalitions
•8. Savor and protect your reputation
•9. Remember that rationality and fairness are relative
•10. Continue to learn from experience
Be prepared
•The ability to analyze the other party’s offers more effectively and efficiently.
•To understand the nuances of the concession-marking process
•To achieve their negotiation goals.
Diagnose the fundamental structure of the negotiation
•Integrative negotiation
•Distributive negotiation
Identify and work the BATNA
•Monitor it carefully in order to understand and retain your competitive advantage over the others
•Remind the other negotiator of the advantages your offer has relative to their BATNA
•In a subtle, suggest that the other negotiators BATNA may not be as strong as he or she think it is.
Be willing walk away
•Achieving a valued outcome, not reaching an agreement.
•Remember be willing walk away from a negotiation is better than a poor agreement when there is no agreement.
Master the key paradoxes of negotiation
•Claiming value versus creating value
•Sticking by your principles versus being resilient to the flow
•Sticking with the strategy versus opportunistic pursuit of new options
•Honest and open versus close and opaque
•Trust versus distrust
Remember the intangibles
1.One way to surface the other party’s intangibles is to ask question
2.Second way is to take an observer or listener with you to the negotiation.
Actively manage coalitions
Continue to learn from your experience
•Plan a personal reflection time after each negotiation
•Periodically “take a lesson” from a trainer or coach
•Keep a personal diary on strengths and weakness and develop a plan to work on weakness
•1. Be prepared
•2. Diagnose the fundamental structure of the negotiation
•3. Identify and work the BATNA
•4. Be willing to walk away
•5. Master paradoxes
•6. Remember the intangibles
•7. Actively manage coalitions
•8. Savor and protect your reputation
•9. Remember that rationality and fairness are relative
•10. Continue to learn from experience
Be prepared
•The ability to analyze the other party’s offers more effectively and efficiently.
•To understand the nuances of the concession-marking process
•To achieve their negotiation goals.
Diagnose the fundamental structure of the negotiation
•Integrative negotiation
•Distributive negotiation
Identify and work the BATNA
•Monitor it carefully in order to understand and retain your competitive advantage over the others
•Remind the other negotiator of the advantages your offer has relative to their BATNA
•In a subtle, suggest that the other negotiators BATNA may not be as strong as he or she think it is.
Be willing walk away
•Achieving a valued outcome, not reaching an agreement.
•Remember be willing walk away from a negotiation is better than a poor agreement when there is no agreement.
Master the key paradoxes of negotiation
•Claiming value versus creating value
•Sticking by your principles versus being resilient to the flow
•Sticking with the strategy versus opportunistic pursuit of new options
•Honest and open versus close and opaque
•Trust versus distrust
Remember the intangibles
1.One way to surface the other party’s intangibles is to ask question
2.Second way is to take an observer or listener with you to the negotiation.
Actively manage coalitions
Continue to learn from your experience
•Plan a personal reflection time after each negotiation
•Periodically “take a lesson” from a trainer or coach
•Keep a personal diary on strengths and weakness and develop a plan to work on weakness
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