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NegotiationPrimer
Week 1
Mgt 547
Week 1
Mgt 547
Trades Would Not Take
Place Unless It Were
Advantageous To The Parties
Concerned.22
PartiesWho will or could be at the
table?• What relationships exist or could be built?
– Supportive?
– Antagonistic?
• Are there Coalitions– Ability to build, maintain or break up coalitions is essential.
• Who’s not at the table (hidden table)?– Individuals who are involved but not physically present during negotiation
– Individuals who should be at the table but are not
44
IssuesWhat is the agenda of
issues to be negotiated?• How important is the
outcome?
• How important is the relationship?
• Unbundle issues
• Unbundle relationships
1010
IssuesQuestions• Are you negotiating the right
agenda of substantive issues• Would adding or eliminating
issues help move things forward• How important is the
relationship? Has conflict created barriers?
• Can issues be unbundled?
1010
Negotiation Primer 6
Positions• Stated wants for a particular issue
• The opening offer
• Leads to – Escalation of commitment– Entrenchment
• Emphasizes competition.
55
InterestsNeed to uncover underlying
goals of the parties Claim Value• Seek gains by exerting power
• Seek gains by withholding information
• Seek gains by positional bargaining
Create Value• Seek gains by advancing shared goals
• Seek gains through beneficial trades
• Seek to secure insecure contracts
• Trading gains
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04/19/23 Negotiation Primer
By identifying where you want to go and what you wish to achieve, you are more
likely to get there and get what you want.
• Establish bargaining range– Pessimistic
– Realistic
– Optimistic
• Prioritize interests
EstablishNegotiation Standards
04/19/23 Negotiation Primer
Negotiation Standards:Selling a House
Interest Priority Pessimistic Realistic Optimistic
1. Sale Price 60 $150,000 $175,000 $200,000
2. Terms 25 Personal Note FHA Loan Bank Loan
3. ClosingDate
10 When OtherHouse is sold
60 Days 30 Days
4. Agent Fees 5% 7% 5% 3%
BATNA The Best Alternative to a
Negotiated Agreement is a course of action if there is no
agreement
• Knowing what your BATNA is gives you power in a negotiation
• BATNA’s are not always clear• Related to reservation price or walk-away
position
1717
Negotiation Primer 11
BATNABarriers and Opportunities
• What happens if you are unable to reach an agreement• What happens to your counterpart?• Are there ways you can strengthen your BATNA or weaken
your counterpart’s• Are you overconfident about winning?• Would it help to bring in an outside part to help deflate
expectations?• Can you alter others’ perceptions of their BATNA by breaking
up or building coalitions?• Are there potential agreements that would leave you and your
counterpart better off than your walk-away values?
Zone of Possible Agreement (ZOPA)The spread between the negotiators
resistance points
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$82,000 Minimum Salary
GAP
No ZOPA
$78,000 Highest Salary Offer from Firm
$82,000 Minimum Salary
GAP
No ZOPA
$78,000 Highest Salary Offer from Firm
$75,000 Minimum Salary
ZOPA
$78,000 Highest Salary Offer from Firm
$75,000 Minimum Salary
ZOPA
$78,000 Highest Salary Offer from Firm
Negotiation Primer 13
Claiming and Creating ValueHow can value be created and who will get it?
Claiming Value (Distributive Bargaining)• All negotiations involve the distribution of outcomes.• Single issue negotiations are purely distributive. That is, one person's gain is
the other party's loss.• Assume the pot if fixed (Scarce resources problem)• Outcome is more important than the relationship
Creating Value (Integrative Bargaining)• Negotiations are not always win-lose propositions• Hinges on matching what one side finds or expects to be relatively cost-free
with what the other side expects to be most costly and vice versus. • The creation of mutual gains does not mean they will be evenly divided• Expanding the pie and dividing the pie are parts of the same process• Relationship and outcome may be important
Negotiation Primer 14
Determine Ground Rules
Controlling the process helps to control the
outcome.
Negotiation Primer 15
Ground Rules• Order that issues will be discussed
• Location -- Where is the product located? The items to be negotiated?
• Parties Who Can Attend and/or participate
• Are specific props required to set the stage for the negotiation?
• Are any topics off limits?
• Do you want to discuss your interests in any particular order?
• Are there time limits?
• Do you want to specify up front procedures if an impasse is reached?
• Confidentiality Agreements
• Are there specific terms (e.g. rush order, delivery procedure) that need to be define?
If time is short, should you negotiate over procedural issues before the "official" negotiation?
Negotiation Primer 16
ASSUMPTIONSThe well prepared negotiator thinks through
his or her assumptions and checks out perceptions against realities.
• Do you understand the problem domain well enough to ask the right questions? If not, do more research
• Are you making any assumptions that were undermine the deal or leave bad feelings?
• Are they important enough that you need to check them out with the other party?
• What key phrases from the other party should you listen for that might lead you question your assumptions?
Negotiation Primer 17
Accredit Your Proposal
• Enhances a proposal by using: logic, market value, precedents, value of the agreement or the relationship, scientific standards and your personal and organizational credibility.
Negotiation Primer 18
Possible Ways to Accredit Proposal
• External standards as a shield or sword (industry benchmarks, salary surveys, scatter diagram)?
• Testimonials from customers• Financial worksheets• Visuals (letterhead, product samples, sample contracts)• Draft agreement• Legal precedence• Business/ Marketing Plan• Professional Presentations• Resumes and net worth analysis of key employees, investors
Negotiation Primer 19
Strategy and TacticsStrategy involves the overall
approach to negotiations. Distributive Bargaining• Fixed pot of potential value to be divided among the parties• What one gains, another loses• Goal is to claim value• Get the biggest slice of the pie!
Integrative Bargaining• Offers ways to enlarge the pie• Variable amount of resources which are valued differentially.• Convergent or Congruent Interests.• High Motivation to Attain “Right Solution.” • Goal is to create value• Sufficient level of trust • Problem solving Orientation
TT
Negotiation Primer 20
Strategy and Tactics• Strategy involves the overall approach to
negotiations. – Avoidance– Forcing– Accommodation– Compromise– Problem Solving
TT •Tactical Maneuvers help you get what you want to achieve•Tactical Maneuvers help you get what you want to achieve
Distributive Integrative
Threats Packaging
Scarcity Unbundling
Flattery Time Preferences
Misleading Economies of Scale
Flattery Risk Sharing
Lowering Aspirations Cost cutting
Linking
Negotiation Primer 21
Tricky Tactics• Sometimes the behaviors
negotiations engage are on the EDGE of legality or the EDGE of ethical behavior
TTPhony Facts (lies or false assumptions High Ball/Low Ball
Higher authority Bogey
Add Ons Chicken
Personal Attacks Exaggerated Assertions
Good guy/Bad Guy Threats
Intimidation Scoundrel
Lack in Tactics /Fait Accompli Scrambled Eggs
Take it or Leave It False Deadlines
Bargaining In Good Faith
• Once an offer has been made, it remains valid until the intended recipient rejects or accepts it
• Not falsify their intentions nor information to the other party
• If demands are made which are granted, then the party will accept the terms offered and not ask for more
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The Worst Outcome Is When, By Overreaching Greed,No
Bargain Is Struck And A Trade That Could Have Been
Advantageous To Both Parties Does Not Come Off At
All.Benjamin Franklin
• Best negotiators practice negotiation like a tennis pro practices her serve.
• Starting point is to identify the parties, the issues, the alternatives and interests.
• All negotiations involve the distribution of outcomes. Single issue negotiations are purely distributive. That is, one person's gain is the other party's loss.
• Negotiations involving multiple issues which are valued differently, open the door for integrative solutions
• Knowing your BATNA (Best Alternative to a Negotiated Agreement) gives you power in a negotiation. It 's your walk away position.
• It is important to identify your opening position and resistance point as well as acquire information to identify the other party’s resistance point and opening position. Together, these define the ZOPA (Zone of Possible Agreement)
Take Aways
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