Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview – Get Past NO!
• We already now
know the
importance and
frequency of
negotiations
• We want to get to
yes, but often we
need to get past
“NO” first.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview – Cooperation
• What if other party does not
want to cooperate?
–
–
–
–
Attacks/Counterattacks
Anger/Suspicion
Habit of hard bargaining
Interests appearing
irreconcilable
– Efforts of intimidation
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview- Solution = Joint Problem Solving
Description
• A method that is SOFT
on the PEOPLE and
HARD on the
PROBLEM.
• Instead of attacking
each other, attack the
problem.
• Instead of glowering
across the table, you sit
next to each other and
face the problem.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview- Joint Problem Solving
Basic Principles
•
•
•
•
Revolves around interests instead of positions.
Identify each parties interests
Explores different options for meeting interests
Goal is to reach a mutually satisfactory agreement
in an efficient and amicable way.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview- Joint Problem Solving
Benefits
• Better results for both sides.
• Save time and energy by cutting out posturing.
• Better working relationships – mutual future benefit
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview – Joint Problem Solving
Steps
Your challenge is to change the game
from face-to-face confrontation into
side-by-side problem solving
Be prepared and map out a way
towards an agreement
Use “Breakthrough” strategy to pass
by obstacles that stand in your way
Goal is to reach a mutually
satisfactory agreement in an
efficient and amicable way
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Overview- Get Past NO!
Strategy: Breakthrough
Negotiation
Barriers to
Cooperation
The Goal: Joint Problem
Solving
1. Go to the Balcony
Your Reaction
2. Step to Their Side
Their Emotion
People Sitting Side by
Side
3. Reframe
Their Position
Facing the Problem
4. Build Them a Golden Bridge
5. Use Power to Educate
Their Dissatisfaction
Their Power
Reaching a Mutually
Satisfactory Agreement
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Prologue – Be Prepared
• The secret of effective
negotiation is to be
prepared.
– Prepare before every
meeting
– After meeting assess
strategy and prepare again
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Prologue – Be Prepared
Map Out the Way to an Agreement
1. Interests
2. Options
3. Standards
4. Alternatives
5. Proposals
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Prologue – Rehearse
Preparation is easier to do when you’re talking it over with
someone else. Others bring new perspectives, compel you to
address points of difficulty you might otherwise avoid, and offer
moral encouragement. Consider:
•What you will say
•How you will respond to what they say
•Other side’s tactics
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Don’t React – Go To The Balcony
Strategy: Breakthrough
Negotiation
Barriers to
Cooperation
The Goal: Joint Problem
Solving
1. Go to the Balcony
Your Reaction
2. Step to Their Side
Their Emotion
People Sitting Side by
Side
3. Reframe
Their Position
Facing the Problem
4. Build Them a Golden Bridge
5. Use Power to Educate
Their Dissatisfaction
Their Power
Reaching a Mutually
Satisfactory Agreement
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Acting Without Thinking—Natural
Reaction
• Striking Back
– Occurs when a person is attacked and
attacks back
• Giving In
– Opposite of striking back; you may be so
uncomfortable that you just want out of the
situation
• Breaking Off
– Ending all ties with the other party
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Reaction
• Dangers of Reacting
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Reaction
• Go to the Balcony
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Three Kinds of Tactics
Three Kinds of Tactics
• Stonewalls
– Refusal to budge
• Attacks
– Pressure and intimidation
• “Do it, or else!”
• Tricks
– Dupe you into giving in by taking advantage of you
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Name the Game
• Recognize the Tactic
– Once you recognize the attempt to stone wall,
attack or trick you, it will be much easier to
avoid giving in to the other party
• Identify Liars
– You can do this by paying attention to facial
expressions, body language and listening to
tone of voice
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Hot Buttons
• Know your hot buttons
– Learn to better deal with them
– Identify and prepare for criticism
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Time to Think
• 3 ways to get more time in a negotiation
– Pause and Say Nothing
– Rewind the Tape
– Take a timeout
• Divert from topic by using a joke
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Decision Time
• Don’t make Important decisions on spot
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 1: Getting What You Want!!
• The natural human response in a difficult situation is
to react.
• Going to the balcony can help you prepare by
identifying tactics, liars and knowing your hot buttons
in addition to buying yourself time to think, reflect and
verify with the other party that you have a good
understanding of the situation without making
decisions on the spot.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Don’t Argue – Step To Their Side
Strategy: Breakthrough
Negotiation
Barriers to
Cooperation
The Goal: Joint Problem
Solving
1. Go to the Balcony
Your Reaction
2. Step to Their Side
Their Emotion
People Sitting Side by
Side
3. Reframe
Their Position
Facing the Problem
4. Build Them a Golden Bridge
5. Use Power to Educate
Their Dissatisfaction
Their Power
Reaching a Mutually
Satisfactory Agreement
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Don’t Argue – Step To Their Side
•Just as “going to the balcony” helps you regain your mental
balance, “step(ping) to their side will help you do the same for
the other party.
•Common mistake is to try to reason with someone that is not
receptive.
–The other party is convinced they are right and
unwilling to listen.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Don’t Argue – Step To Their Side
Challenge is to create a favorable climate in which you can
negotiate.
•Will need to disarm their hostile emotions
–In order to get them to hear you
–To garner a measure of respect
•SURPRISE them and do the opposite of
what they expect by Stepping To Their Side
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Don’t Argue – Step To Their Side
•Stepping to their side means doing 3 things:
1. Listening
2. Acknowledging
3. Agreeing
•By doing these three things you are essentially
acknowledging them as a person.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Listen Actively
•“Effective Negotiators Listen Far More Than They Talk”
•Parties feel as other party is not listening - Usually because one
second party presents their position without acknowledging what the
first party said.
Give the Other Side a Hearing
•People get satisfaction from voicing their feelings
and resentments
–Will become less reactive, more rational, more
responsive to problem solving negotiation
•Listen instead of reacting or plotting next step
Paraphrase and Ask for Corrections
•Prove you listened by repeating back what you
understood.
•Other side feels they are understood and has the
satisfaction of correcting you.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Acknowledge Their Point
Acknowledging their point will fulfill the need to be
recognized. It does not mean you agree with it, but that
you recognize it is a valid point among others.
•Example: “You Have A Point There”
Acknowledge Their Feelings
•Disarm them by first letting them know you understand how they feel.
Offer an Apology- It is a powerful form of acknowledgement
•If not your fault, then apologize for your share
•Can set in motion a process of reconciliation if other party also apologizes for their
share.
Project Confidence – As you acknowledge them
•Use reasonable expressions
•Adopt a calm, confident posture and tone
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Agree Whenever You Can
It will be hard for the other party to
attack someone that agrees with them.
Agree Without Conceding
•Focus on issues you already agree
•Look for any opportunity to agree – even if only in
humorous way
Accumulate Yeses- A powerful tool to disarm the other side
•Look for occasions where you can say “yes” without making a concession
•Can transform an antagonistic argument into a reasoned one
•Creates atmosphere where they are more likely to say yes to a substantive proposal
Tune Into Their Wavelength– Agreement can also be non verbal
•Observe and match other party’s form in delivering the content and try to match it.
–Tone of voice, Speed, Gestures
•Be aware of other party’s culture
•Consider the sensory language they use when responding
–If they say “Listen to this,” respond with “I hear you.”
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Acknowledge the Person
By doing these three things you are in fact acknowledging
them as people. You are showing them respect.
Acknowledge Their Authority and Competence – disarms other side
•A person who’s ego needs stroking is dependent on recognition of others.
•Use a phrase such as “I respect your authority”
Build a Working Relationship
•Invite them to do something outside of work – coffee, lunch, drinks, etc.
•Make small talk before the negotiation
•Other party will give you benefit of doubt
•Best to start before problems arise
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Express Your Views – Without
Provoking
After listening actively it is your turn to act and get your views across. Need
to do this without making them close their ears.
Don’t Say “But,” Say “Yes…And”- More Receptive Towards This
•Other party can perceive it as you telling them they are wrong
•Instead, you should first acknowledge their view with a “yes” and preface
your own with an “and”
Make “I” Statements, Not “You” Statements
•Less likely to provoke other side if you speak about yourself rather than
them
•You statements can cause the other party to become defensive
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Chapter 2: Express Your Views – Without
Provoking
Stand Up For Yourself
•Acknowledgement is more powerful coming from someone perceived of as
strong and confident instead of weak
•Acknowledge the person’s views and stand up for your own
Acknowledge Your Differences with Optimism
•Express optimism in believing your differences can be resolved
•Example: “I think we can make a deal here”
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Conclusion
Negotiations are common in everyday life and even more so in the business
world. A company can benefit greatly by Implementing Getting Past No into
their culture.
Ideas on how companies can incorporate Getting Past No:
•Initial human resources training and management training
•Pay special attention to the detailed examples in the book
•Preparation is key. Methods must be practiced before hand
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari
Sources
Ury, William (1991). Getting Past No: Negotiating in Difficult Situations.
Bantam Books. ISBN 0-553-37131-2.
Team:
Mohammad Asad, Catherine Broumley, Ralph Page, Linda Vicari