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The Art and Science of Negotiation
Amanda Duffy Michelle Perry
American Institutes for Research
Presented at the National Meeting for State Adult Education Directors
August 26, 2015
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Session Overview
Negotiation Basics
Effective Negotiation
Types of Negotiators
Process of Negotiation
Negotiation in Action
Wrap-up and Reflection
Session Objectives
Learn the basics of negotiation
Learn what it takes to be an effective negotiator
Practice the process of negotiation
Use tool provided in order to prepare your team for negotiation
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Warm-up Activity
Playing Cards Random, CCO
Negotiation Basics The Science of Negotiation
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What is Negotiation?
Negotiation is an interactive process between two or more parties seeking to find common ground on an issue or issues of mutual interest or dispute where the involved parties seek to make or find a mutually acceptable agreement that will be honored by all the parties concerned.
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Basic Elements Common To All Forms Of Negotiation
Two or more parties
Pre-determined goals
Clash of pre-determined goals
Expectation of a satisfactory outcome
Willingness to compromise
Compromise may be difficult.
Basic understanding of negotiation
Negotiation
Interpersonal
skills
Philosophy Art
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Psychology
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What are your concerns about negotiating with
WIOA partners?
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Types of Negotiations W
in-Lose
Win
-W
in
Lose-Lose
Advers
ari
al
Collabora
tive
Mult
i-part
y
Bad F
ait
h
Approaches to Negotiation
Distributive Negotiation:
Parties compete over the distribution of a fixed value where a gain by one side is made at the expense of the other.
Approaches to Negotiation
Integrative Negotiation:
Parties cooperate to achieve maximum benefits by integrating their interests into an agreement.
Distributive
Win-lose
Individual gain
Opposed
Short-term
Not flexible
Not creative
Integrative
Win-win Joint and individual gain Different but not always opposite Longer or short-term Flexible Creative
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Effective Negotiation The Art of Negotiation
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Four Principles of Negotiation
Preparation Relationship
Commun-
ication
Problem-
solving
What not to do in a negotiation
Come unprepared
Make assumptions
Rush the process
Take it personally/ Let emotions take over
Aim too low/ think short-term
Take advantage
Effective Negotiators
Separate problems and people
Focus on interests, not on positions
Generate as many options as possible
Insist on using objective criteria
Characteristics of EffectiveNegotiators
Skilled learner and observer
Be open and flexible and yet firm
Should control emotions
Plan and prepare thoroughly
Should bargain from the position of strength
Should build trust and confidence
Should have clear cut goals and objectives
What does it mean to be an effective negotiator under
WIOA?
Types of Negotiators The Science of Negotiation
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The 5 Types of Negotiators
Competing
Compromising
Accommodating
Avoiding
Collaborating
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What is Your Negotiation Style?
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Enhancing Negotiation Skills
Know your primary style of negotiating
Learn how to use at least two other styles
Be able to recognize all five styles in your counterpart
Learn to deal with all five styles of negotiation
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Group Activity
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Process of Negotiation The Art and Science of Negotiation
Process of Negotiation
Finalizing the Agreement
Bargaining
Information Sharing
Preparation
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Preparation
Gathering Information
Leverage evaluation
Understand the people involved
Rapport
Know your objectives
Type of negotiation
Plan
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Preparation: Objectives and Goals
Why do you want/need to negotiate? ◦ Identify everything that can be negotiated
and think about the goals you want to obtain for each item
Preparation: Interests, Needs, Wants and Motivation
Know the interests of the party involved
All needs are not equal – need to prioritize
Identify your and the other team’s implicit needs
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Lack of preparation will most often result in unexpected outcomes that
may be far less than anticipated and in some cases counter-
productive to the goal and purpose of the negotiation process.
Informal Negotiation
Not always possible to go through full process of negotiation
Remember key points of formal negotiation to guide through informal situation
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Negotiation Planner
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BATNA: Best Alternative to a
Negotiated Agreement
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What is a BATNA?
BATNA the lowest acceptable outcome to an individual for a negotiated agreement
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Why do you need a BATNA?
Protect you against making an agreement you should reject
Help you make the most of the assets you do have so that any agreement you reach will satisfy your interests as well as possible
Establish in advance the worst acceptable outcome
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BATNA as Protection
Having a BATNA helps avoid
Getting caught up in the moment
Worrying about failing to reach an agreement in something which you have invested a great deal of yourself
Being Too accommodating or too quick to go along
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How to Use your BATNA
Compare a proposal to your BATNA and see if it better satisfies your interests
If the proposed
agreement is better than
your “BATNA”, then you
should accept it
If the agreement is not
better than your “BATNA”
, then you should
continue negotiations.
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Determining Your BATNA
Generate Attractive Alternatives:
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Inventing a list of actions you might take if no agreement
Improving some of the more promising ideas and making them into practical alternatives
Selecting the best
Consider the other side’s BATNA!
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BATNA Example
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BATNA Activity
Select one of the situations described at the beginning of the session
Determine your BATNA for that situation. ◦ What do you believe the BATNA was for
the other person/party?
Debrief with a partner
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Negotiation in Action Applying the Art and Science of Negotiation
to WIOA in Your State
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Design a Negotiation Scenario
Use handout 3 to design a WIOA negotiation scenario with a partner
Your team will prepare for a debate from both sides ◦
◦
Adult Ed
Other WIOA partner
Your team will practice negotiation skills by role playing with the scenario
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Negotiate!
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Reflections
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Session Reflections
What is one thing you will take away from this workshop?
What is one thing you want to know more about?
Thank you!
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