Negotiation workshop
CZ.1.07/2.2.00/07.0029
How to come to a yes
john.rayment@anglia.ac.uk
Like any decision
• A appreciate
• S specify
• K causes
you need to negotiate
WWW WWH
problem? opportunity?
• S solutions
• I implement
• R review
generate; select
plan; prepare
satisfactory outcome
• L
to improve
learn
Exercise 1: Negotiate if…
• Your 3 points
Negotiate if…
•
•
•
•
•
•
•
Best approach available
Time
Options
Willing
Confident
Prepared
… to lose!?
Need to negotiate
•
•
•
•
•
•
Optimum outcome
Acceptable to all
Approval
Awareness
Involvement
Commitment
Plan
Scope and scale
Type e.g. quantitative or qualitative
Facts, rules, norms
Need for decision
Urgent or phased
‘Big bang’ or softly, softly
Decision criteria
Potential to pre-empt
Plan Outcomes
•
•
•
•
Ideal
Fair
Fallback / crucial
Reject
• Packages
• Trade-offs
Prepare
•
•
•
•
•
•
Style,format,content
Location, layout
Time, duration
1-2-1?
Formal?
Types of input
Exercise 2: Dicey Business
• Teams of say 4-6
• Running a business
• Which will be most successful?
Dicey Business Feedback
• How successful were you?
• Why?
• Did you establish the facts?
• Did you use them?!
• What forms of negotiation occurred?
• Was it appropriate?
Types of Outcome
I win
You win
You lose
I lose
win-lose negotiation
• Tempting
• Temporary feeling of superiority
• BUT the other party is NOT your enemy
•
•
•
•
•
Likely to ruin long-term relationship
Loser unlikely to want to work with you again
May seek to avoid carrying out agreement
Be uncooperative and legalistic
May seek revenge
Leadership Fitness See-saw
Globally Fit Leadership
‘WINNERS’
‘LOSERS’
Diabolical Leadership
13/04/2015
John Rayment Anglia Ruskin
john.rayment@anglia.ac.uk
Psychology
•
•
•
•
•
Fit their image
Ask for more than you need
Charm offensive
‘sell’ your solution to them
Emotional intelligence:
- what approaches work with them?
Body Language
Exercise 3: Body Language
Show me…
• You are enjoying the session
• You feel unclear about what is being discussed
• You think you will lose out
• You feel confident and relaxed
• You want to be left alone
• Something else
– see if I get the message
Negotiating successfully
•
•
•
•
explore each person’s position
seek a ‘win-win’
mutually acceptable compromise
Balanced optimum outcome
• Don’t assume you know the other’s goals
• Seek out their hidden agendas / concerns
• Be prepared to trade / negotiate / compensate
Negotiate with the ‘right’ person
• With the power to decide and implement
•
•
•
•
Similar attitudes
Receptive to change
Mutual respect
Owes you a favour
State your case
•
•
•
•
•
•
Emphasise areas of agreement
Explain your position
Need for a positive outcome
Consequences of failure
Assumptions – state and challenge
Be constructive and flexible
Exercise 3: Save the Planet
• My world is falling apart!
• Please help put it back together
Emotions / feelings
• Before
• During
• Short term
• Long term
Keep smiling
13/04/2015
John Rayment Anglia Ruskin
john.rayment@anglia.ac.uk
Exercise 4: Transaction Analysis
• Read the handout
• Discuss with your group
• Prepare a scenario for another group to tackle
- from both sides
13/04/2015
John Rayment Anglia Ruskin
john.rayment@anglia.ac.uk
The Embedded Values Cycle
13/04/2015
Concepts of MisLeadership and
Globally Fit Leadership (GFL)
Category of
MisLeadership
• Missing
• Misguided
• Misinformed
• Machiavellian
13/04/2015
`
Element
of GFL
Decision Making
Global Perspective
New Paradigm
Contemporary Mission
john.rayment@anglia.ac.uk
The Global Fitness Framework
Organic
Level
O3 Society
Holistic
Depth
O2 Group
H3 Spiritual
H2 Mental
H1 Physical
O1 Individual
F1
F2
F3
Strength Stamina Suppleness
Fitness
Plane
13/04/2015
john.rayment@anglia.ac.uk
Misinformed versus New Business Paradigm
•
•
•
•
13/04/2015
GIGO
Challenge assumptions
Seek the truth
Beware MisLeadership by
others
John Rayment Anglia Ruskin
john.rayment@anglia.ac.uk
Machiavellian versus Contemporary Mission
• Where leaders make decisions to achieve their / their
organisation’s mission
• knowing these decisions will result in overall harm to
humanity
• We say this is being Machiavellian and deliberate
MisLeadership
• BUT is it necessarily wrong??
13/04/2015
john.rayment@anglia.ac.uk
EFMD 3/6/2011
•
•
•
•
•
•
•
Eric
Global Era 1989 >
Poverty reduction
ITC revolution
Wider / deeper Europe
WTO growth 90 > 153
Global markets goods, capital, technology
Capitalism: the one and only
• China, India, Soviet area;
• Arab spring
Failures
•
•
•
•
•
•
•
Polarisation
Ignorance, poverty, disease
Ethnic, culture tensions / wars
Capitalism crisis
Growing insecurity
Weak government
Environmental catastrophes
Contexts
• Legitimacy of elites questioned
• Business leaders / politicians / professors
• Inadequate reaction to issues: courses on
ethics; new laws > better lawyer
• Is there a pilot in the cockpit?
• Education / knowledge creation vital
• 12000 BS global; 90000 MBA students in UK