Public Speaking, Negotiation,
Etiquette
Tatevik Khachatryan
AUNA
Head of Youth Division
Public Speaking
 What is public speaking?
 Why do we need it?
 What are the goals?
 How to talk?
 Examples of good orators
PHYSICAL
PSYCHOLOGICAL
ANALYSIS OF
THE AUDIENCE
DEMOGRAPHIC
SITUATIONAL
Analysis of the speech
5 W Questions
Who? What? When? Where? Why? How?
Tips for a good speech
 Get well-prepared, be familiar with the topic
 Preparation, preparation and preparation
 Imagine yourself speaking
 Do not apologize when making mistakes
 Avoid slang and informal language
 Diplomatic alphabet
 Practice a lot…
 Body language, gestures,
 Pay attention to words,
 Formulate the questions properly,
 Speak CONCISELY,
 Ensure the dialogue,
 Confidence, excitement, commitment
 Eye contact
 Humor (limited)
Speak, DO NOT read
Listening as a part of speaking
Listen to
understand
Listen to be
listened to
Listening improves
speaking
70% listening, 30%
speaking
Let the butterflies fly….
Share your practice of
overcoming your fears
Overcoming the fears
 Be focused
 Practice a lot and listen to the others practicing
 Be well-prepared
 Take only the positive ideas to the stage
 Your fears are not visible to the audience
 Humor helps
Prior to the speech
Take a breath
Relax the muscles
Pay attention to the
beginning (HOOK)
Negotiation
7 Element Principle
Interests, not positions
Options (the more, the better)
BATNA
Legitimacy
Commitments for the future
Communication
Relationship
Negotiation Modes
 Competing
 Accommodating
 Avoiding
 Collaborating
 Compromising
Principled
Negotiator
 “Negotiation is the communication designed to reach
agreement when you and the other side have some
interests that are shared and others that are opposed.”
 Hard vs Soft vs Principled Negotiation
 Distributive (pie fixed, win-lose) vs. Integrative
Negotiation
Don’t Bargain Over Positions
 Problem of haggling (Customer vs. Shopkeeper)
 Unwise
 Digging deeper into positions – impossible to change
 Interest of saving face
 Ground for compromise
 Inefficient
 Extreme opening positions, small concessions – drags on
 Endangers relationship
 Contest of rigid will
 Being nice not the answer
 Soft-soft – sloppy agreement (O’Henry)
 Soft-hard – you lose your shirt
The Alternative
 Negotiation: on substance vs on process (a game about
a game)
 Your moves decide the flow of the game
 Four points:
 People: Separate the people from the problem.
 Interests: Focus on interests, not positions.
 Options: Generate a variety of possibilities before
deciding what to do.
 Criteria: Insist that the result be based on some
objective standard.
Focus on Interests, not Positions
 Reconcile interests, not positions (collaboration vs compromise)
 Interests define positions
 Several positions can satisfy the same interest
 Agreements often possible because of difference in interests
 Ask why and why not – be clear that you’re not asking for
justifications
 Negotiators have multiple interests
 Substance and relationship
 Affecting and effecting
 Constituencies
 Show you appreciate their interests, present your interests, build
common ground – present problem before conclusion
 Be hard on the people, soft of on the problem
Invent Options for Mutual Gain
 Orange; Arm Wrestling
 Diagnosis:
 Premature judgment; Searching for the single answer;
Assumption of fixed pie; Thinking that “Solving their
problem is their problem”
 Prescription:
 Separate inventing from deciding; Broaden your options;
Look for mutual gain; Make their decision easy
Dealing With People Problems
 Perception
 Conflict lies in people’s heads
 Self-selective perceptions – reinforcing what you think
 Put yourself in their shoes – discuss perspectives openly
 Get them involved: process is product
 Consider face-saving
 Emotion
 Understand their emotions, make yours explicit
 Allow the other side to let off steam
 Communication
 Show you understand, then be understood
 Don’t persuade third parties; two judges over case (not
adversarial); two shipwrecked sailors
Insist on Using Objective Criteria
 Deciding on the basis of will is costly
 Objective criteria, independent of each side’s will
 Criteria should apply reciprocally
 Developing objective criteria
 Fair standards
 Fair procedures
 Joint search
 Reason and be open to reason
 Never yield to pressure, only principle
BATNA
 Bottom line vs. BATNA
 Too rigid; More than one variable; Too high
 BATNA is an alternative course of action
 The reason you negotiate to produce something
better than the results you can obtain without
negotiating.
 Have a trip wire
 The better your BATNA, the greater your power
 Pot seller vs. wealth tourist
Developing Your BATNA
 Three steps:
 List of actions if no agreement
 Improving promising ones, converting into alternatives
 Selecting best option
 Disclosing your BATNA
 Consider their BATNA
 Lower overestimations
 Change their BATNA
Dirty Tactics: Deliberate Deception
Recognize tactic; voice it; question legitimacy
 Deliberate Deception
 Phony facts
 Ambiguous authority
 Dubious intentions
 Refusal to negotiate
 Extreme demands
 Escalating demands
 Lock-in tactics
 Hardheaded partner
 A calculated delay
 Take it or leave it
Negotiation Jujitsu
 Don’t attack position; look behind it
 What are the interests?
 What principles underlie it?
 Don’t defend your ideas; invite criticism and advice
 Examine negative judgments
 Turn situation around
 Recast an attack on you as an attack on the problem
 Ask questions and pause
 Statements generate resistance, whereas questions
generate answers.
 Use silence
Practice…
Thank You
Tatevik Khachatryan
AUNA
Head of Youth Division