Debate In Negotiation

The Four Phases of negotiation
 Phase
One: how to prepare
 Phase
Two: how to debate
 Phase
Three: how to propose
 Phase
Four: how to bargain
Slide 1
Debate In Negotiation

Debate is the act of two way communication
and shapes the tone of the negotiation

Proposing takes 10 % of the time, bargaining
less than 5 % and debate takes up the rest;
more than 80 %

Kennedy ”If we can organise and discipline our
debate behaviour we have a very good chance
of quite dramatically improving our negotiation
effectiveness”
Slide 2
Rackham and Carlisle

R & C conducted an interesting study
where they sought to describe how
“effective” and “average” negotiators
behave.

What is an effective negotiator?
 Rated
as effective by both sides
 Track
record of significant success
 Low
incidence of implementation failures
Slide 3
Rackham and Carlisle

Skilled negotiators show marked differences in
their use of specified behaviour categories
compared with average negotiators

Confirmed what “everyone” knew statistically

In negotiation training people are introduced to
effective and ineffective categories of
behaviour, and these are further developed
through simulation and role-playing
Slide 4
Variances in behaviours
Slide 5
Variances in behaviours
Slide 6
Types of debate

The message is that debate can be either
constructive or destructive

Constructive debate moves us towards an
acceptable solution, destructive debate
moves us away from desirable outcomes

What are the destructive behaviours?
Slide 7
Destructive behaviours
Slide 8
Interruption

It is appropriate to interrupt somebody
who is clearly factually incorrect in
their statements

True or false?
Slide 9
Other irritators

Blocking
 Blocking
denies the opportunity to give
more information
 Don't
block – hear them out

Point scoring

Attacking/Blaming

Threats
Slide 10
Constructive behaviours

How do we deal with someone who is
behaving destructively?

The alternative to destructive argument is
constructive debate

There is no alternative to a constructive
approach whatever the behaviour of the
other negotiator
Slide 11
Constructive behaviours
Slide 12
Open or closed?

Do you have a safety policy?

Will it pass inspection?

How did you calculate those figures?

Is that important to you?

What aspects of my proposal are
acceptable to you?
Slide 13
Open or closed?

Is that agreed?

Have you changed your mind?

How do you expect me to accept that
proposal?

Can you do better than that?

How can you improve on your offer?
Slide 14
Assurances

“Gentlemen, I am in the solution, not the
retribution business”

How to deal with an angry hotel guest
“Before you say anything, I have three things to
say to you: first, I unreservedly apologise for the
distress we have caused you; second, I am
going to listen to what you have to say, and
third, I am going to put right whatever is wrong”
Slide 15
Moving forward
Slide 16
Spot the difference?
Slide 17
Signalling?

It would be extremely difficult to meet that delivery
date

We do not normally extend our credit facilities

It is highly unlikely that my boss will agree to a free
upgrade

Under these circumstances we cannot agree to
compensation

As things stand our prices must remain as listed

I can't give you a better discount on your current
volume
Slide 18
Proposing
Slide 19
Proposing
Slide 20
Proposing

Signalling is the bridge from debate to
proposal

Topic of chapter 9 – how to make an
effective proposal
Slide 21
Proposing – look at these:
I
wish

I need
I
hope

I require
I
would like

We prefer

We want

It is necessary that
 It
would be nice
 Would
you?
this suit
Slide 22
Proposing

“It is the ability to shift from loose
informal proposal language to tight
formal and assertive proposal language
that improves your performance”

A proposal is a tentative suggestion
 “We
could make it four visits a week”
 “We
could look at the number of visits”
Slide 23
Look at this proposal

Effective proposals consist of two parts: the
condition and the offer

Ineffective proposals only consist of offers

The condition may be vague or specific, but the
offer must always be vague
Slide 24
Proposing

Kennedy writes “The most common
mistake negotiators make when
presenting a proposal is to drown it in
irrelevant verbiage by confusing the
proposal and debate phases. In short,
they propose and explain their proposals
at the same time
Slide 25
Proposing
Make a proposal, then shut up.
Slide 26
Effective proposals

To make an effective proposal, follow
these main “rules” should be practised
1.
2.
3.
4.
It should be conditional
It should be presented unadorned, without
explanation
On completing the proposal you should go
silent
It should be presented with condition first,
then followed by the offer
Slide 27
What is wrong here?
Slide 28
How to receive a proposal
Slide 29
What if we give?

Activity 1: How did Greg develop his
demands?

Activity 2: How did Simon respond?

Activity 3: Did Simon's proposal styles
improve? Give an example.
Slide 30
If - then

Activity 1: What was the most significant aspect of
Celia's and Greg's bargaining language?

Activity 2: How did Celia tackle Greg's proposals?

Activity 3: How did Greg respond to Celia's
requirement to bring his charges within her budget?

Activity 4: What characterised the negotiating
exchange before they reached agreement?

Activity 5: Why did Greg want to put the agreement
in writing?
Slide 31