Negotiating Behaviors

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Negotiating
Across
Borders
1
Catherine Lee, [email protected]
www.cdlassociates.com
Objectives
2

To present a process for
preparing a negotiation

To delineate the impact of
behavior on outcome and
how to manage your behavior
to influence across cultures.
Harvard Business Review
“If you don’t negotiate for
your salary, they walk away
happy that they paid you
less, but wonder why
they hired you.”
— Hannah Riley Bowles
and Kathleen McGinn
3
Power
“All power is based on
perception. If you think
you’ve got it, then you’ve got
it.
If you think you don’t have it,
even if you have it, then you
don’t have it.”
4
— You Can Negotiate Anything,
Herb Cohen
Trust
TRUST = CONFIDENT
EXPECTATIONS
What builds Trust?
5
Trust

6
Two Essential Ingredients for
Initiating TRUST

VULNERABILITY

CONSISTENCY
Influence
How can you move someone
in your direction?
7
Perspective Taking—
Whose Point of View
Motivations
Questioning:
What, How,
and Why?
Needs
8
Options
Getting the Mandate:
The Negotiation Process
External Negotiation
Validate
Needs and
Wants
Manage
Behaviors
Maintain
Collaborative
Climate
Secure
Agreement
Internal Negotiation
Plan/
Strategize
Collect
Data
9
Get
Mandate
Need
Sell Agreement
to
Mandate Team
Implementation
Process for Preparation
of a Negotiation
Five Steps in the Preparation Process
1. Determine the objective
2. Identify and rank the issues –
yours and theirs
3. Set the parameters
4. Develop your strengths
5. Brainstorm alternatives
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1. Determine the Objective
11

Expectations of outcome —
What will you walk away with?

Specific results needed

Short term results placed in
long term plan
2. Identify and Rank Issues
12

List all issues

Assign priorities to issues

Determine which are negotiable and
which are non-negotiable

Decide which are “musts” vs. “wants”

Identify other party’s issues and
priorities
3. Set Parameters

Determine range vs. fixed target
Best
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Target
Worst

Where to start

When to walk or close
Fixed Target
Aspiration Levels
Is there a relationship between
aspiration levels and success?
1. Finding: Persons with higher
aspiration levels won awards.
2. Finding: Skilled negotiators
with high aspiration levels were
big winners regardless of whether
they had power.
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Aspiration Levels (Cont’d)
3. Finding: Persons with high
aspirations were winners in
every case where they opposed
low aspirants. It did not matter
if they were unskilled or had
less power.
— The Negotiating Game,
Dr. Chester L. Karass
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Russian Proverb
“There are two fools in every
market: One asks too little,
one asks too much.”
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4. Develop Your Strengths
You benefit from knowing your own
strengths by being able to:

Offer viable options.

Know what concessions can be made.

Leverage better for what you need.

Strategically plan timing, order of
priority, and concessions.
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5. Brainstorm Alternatives
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
As many alternatives as possible

Brainstorm options for each issue

Valuable to other side

Power in number of alternatives
“The Art of War” by Sun Tzu

First Rule


Second Rule

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Avoid War
Offer Options
Logic
Is Not
Persuasive
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Behaviors in Negotiating
Behaviors
Motives Intentions Beliefs
Perceptions Attitudes
Personality Feelings
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Observable
behaviors—
what a person
says and does—
reveal only 10%
of who that
person is.
Negotiating Behaviors:
Creative Problem Solving
Interpersonal
Impact
Open & Honest
Increases Clarity
Express Feelings


Irritates
Antagonizes
Business
Impact
Negotiating Behaviors
Behavior Alert


Indicate Disagreement

Rankle

Attack

Increases Risk
Seen as Unwilling
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Counter
Stalls Negotiation
Reduces Trust

Reason Overload

Builds Trust
Creates Open
Climate

Less Chance to Agree
Complicates
Influencing Behaviors:
Valuing Differences
Interpersonal
Impact
Influencing Behaviors
Perceived
Interest in
Others
Ask




Clarify
More Harmony
Better Solutions

Acknowledge
Listening
Reinforcement
Probe
Business
Impact

Reduces Error
Improves Quality
Summarize

Builds a
Foundation
for Trust
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
Build

Behavior
Alert

Maintains
Relationships
Behaviors to Use and Avoid
Avoid
Use


Requesting Information

Expressing Feelings

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Clarifying
and Summarizing
Behavior Alert
(Except Disagreeing)

Ranklers

Counters

Attacking

Reason
Overload
Building Model
Options for handling ideas:
Suggestion
Yes
Agree
No
?
Support
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Disagree
Building Model
Options for handling ideas:
Suggestion
Yes
Agree
No
?
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Support
Disagree
Build
Counter
Building Model
Options for handling ideas:
Suggestion
Yes
No
Agree
?
Find
Flaw
Support
Disagree
Patch
Flaw
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Build
Counter
John Wayne is Dead

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Most Difficult Negotiators

Our Side and their side

Straightforward vs. Silent Types

Empathy with questions.

Value the difference
Recommended Reading
The
New Rules Of
International
Negotiation: Building
Relationships, Earning Trust,
And Creating Influence Around
The World
29
 Catherine
M. Lee
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