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NegotiationsBusiness Communications for Managers

(undergraduate course)Marjan Svetlii

Faculty of Social Sciences,

Ljubljana, 19. Oct. 2011marjan.svetlicic@fdv.uni-lj.si

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Start strongly Traditional: It is a pleasure, privilege,

honor Attract attention

Do not apologize Dont flatter at the beginning

Do it in the middle, connecting tosubstance

Demonstrate that you master the issue

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Start strongly

Churchill 1940: "I have nothing to offer butblood, toil, tears and sweat."

http://www.youtube.com/watch?v=xjuiMuvHojQ&feature=related

Funny start http://www.youtube.com/watch?v=X4ZmcQKhJow

B. Gates: zani pri 1,00

http://www.youtube.com/watch?v=AP5VIhbJwFs&feature=fvwrel

Analogy:http://www.youtube.com/watch?v=WjLTgqtCOjo&feature=related

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Negotiations are an art of persuasionFive effective speech commandments (W.

Churchill);

1. Start strongly (anecdote, joke)2. One theme (telling too much is telling

nothing, EASE; exemplify, amplify, specify,electrify)

3. Simple language is more believable(speaking out of hard, repeating is device)

4. Illustrate the problem (iron curtain, ear is

10%, identify yourself with the problem...)5. End strongly, mobilize

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Negotiations are an art of persuasionFive effective speech commandments (W. Churchill);

1. Start strongly (anecdote, joke, analogy

2. One theme (telling too much is telling nothing,EASE; exemplify, amplify, specify, electrify)

3. Simple language is more believable (speaking out

of heart, repeating is device)4. Illustrate the problem (iron curtain, ear is 10%,identify yourself with the problem...)http://www.youtube.com/watch?v=P8_wQ-5uxV4

5. End strongly, mobilize

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Do not forgetYou are evaluated

by how you canarticulate what you

know not by

what you know

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Ideas can get across if they are:1. Simple

2. Unexpected; attract attention3. Specific: we will achieve..

4. Credible;

other side (OS) has to buy our message;

easier from credible person

5. Emotional; engage our emotions6. Presented as stories

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What are negotiations Skill to be learned

Process

to master Content to know

Circumstances to understand

Philosophy win-win or.?

You get what you negotiate

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Case orange

What is the optimal result? Create value not distribute it !

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Negotiation types

Case: orange

1. Integrative and distributive

2. Positional; hard or soft (animals) http://www.youtube.com/watch?v=WMl4kYmkx94&feature=related

3. Win-win (8 videos a 1,5)

http://www.monkeysee.com/play/3801-how-can-i-practice-negotiation-skills-that-let-both-sides-win

4. Principle: joint problem solving Low trust win-loose High trust win-win

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Case visa Two students travel from Iran to Armenia No visa Visa issued at the border Table stating the price of visa: 30$ Armenians and Iranians pay 30$

Police officer say; visa for others is 50$ Long procedure; 3 hours Negotiations start about the price Time is running..............

The only other foreigner from Norway arranged thatstudents pay 30$

How?

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Can we measure the results of

negotiations? #21. Yes, by independent standards

2. Prices, laws, industry practice, costs,precedents, other offers, equaltreatment

3. Select them before negotiations

4. Use internationally recognized ones

5. Not all equal

6. Shield protecting

7. Sword gaining the best results

8. Video Standards; 13

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Are positions = interests? What are positions? Positions is what I say to want

Wants - needs What are interests?

Interests are why I want it, motivations, aspirations

Look behind positions for interests ( window case,Sinai...)

Listening more important than talking

Paraphrasing

Ask why, why not, what is wrong with.... Put yourself in theirs' shoes

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What skills do you need for

negotiations?

Negotiating is dealing with people

Communications

Psychology

Turning point; to leave or to sign

last 5 minutes

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Circumstances are important

Lecture at

FDV

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People1. Separate people from the problem2. Balance emotions and reason

3. Perception may be different

4. Step in their shoes

How would you feel in such a case? (toldhim Obamas mother; p. 70)

I is better than you must

5. If concentrating too much on the problem, youforget people

6. Test; listening skills

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When to leave negotiations?1. When alternative is better!!!

2. Best alternative to negotiated agreement(BATNA)

3. Know yours and other sides

4. One, not many

5. Improve it

6. Better than bottom line; more flexible

7. Better BATNA, more powerful you are

Video; 17

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I wish you success in negotiating

Remember:

You are valued by the ability to articulate

the problem not by your knowledge

And by how you can negotiate your

objectives, capabilities