Negotiation Mistakes
• 1912 – U.S. Presidential election • 3 million Roosevelt photograph have been printed
and the permission has not been granted. • No time to reprint brochure and it is critical for the
campaign
• Copyright law: owner can demand $1 per copy
telegram to the copyright owner:
Campaign manager sends
"Planning to print three mil
lion copies of
campaign speech with photogr
aphs. Excellent
publicity opportunity for ph
otographers.
How much are you willing to
pay to use your
photographs?“
Photographer’s responds:
“Appreciate opportunity,
but can only
afford to pay $250”
negotiation [ noun ]
A process we used to satisfy our needs when someone else controls what we want
Strategy & methods are key to
successful negotiation
Intelligent solve problems;
genius prevent
� How can I avoid making classic mistakes?
� What self-knowledge do I need?
� What do I need to know about my client and the situation?
� How do I prepare for success?
� What moves do I need to make at the table? � How can I avoid making
classic mistakes?
4 classic mistakes
Not being clear about the type of negotiation
1
Failing to set parameters prior to the negotiation 2
Failing to identify interests 3
Adopting a narrow and inflexible range of value or options 4
Not being clear about the type of negotiation
Relationship Based Results Based
Balanced Concerns
“Know the Type of Negotiation”
Results Based
The items being negotiated are the main concern; the relationship is of little or no concern
Relationship Based
The relationship is the main concern; the items being negotiated are important but secondary
Balanced Concerns
The results and the relationship are roughly equal concerns
Failing to set parameters prior to the negotiation
“Set Negotiation Parameter”
Desired Outcome
1
Walk-Away 2
BATNA: Best Alternative To a Negotiated Agreement 3
Desired Outcomes
The "best case" for how the negotiation will turn out for you or your business
Your Walk-Away
5,00,000
Range of Acceptable Agreement
Desired Outcome
7,00,000
Walk Away
Your walk-away is the least favorable deal you will accept
BATNA
Your BATNA is your best course of action in the event you can’t reach an agreement
1
A weak BATNA 2
A strong BATNA 3
Failing to identify interests
“Identify Interests”
Positions: The concrete things you and the client each say you want (dollars and cents; terms and conditions
Interests: The motivations that lead you and the client to take specific positions in a negotiation
Adopting a narrow/ inflexible range of options
“Think Broadly About Value”
Fixed Options Expand Options
“Common sources of Value”
Terms Logistics Time Resource
Avoid mistakes for successful negotiation
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