Chapter 3: Preparation & Planning pot

Chapter 3 Preparation & Planning Outline  Importance of Planning  Information Needs  Negotiation Game Plan  Intelligence Gathering  Choice Point Contrivance & Response  Negotiating Styles Why Plan?  Critical to successful negotiations  Provides the ability to set the tone and direction of the negotiation Individuals with higher levels of planning inclinations will have more successful negotiation outcomes than those who are less preparation-inclined. Information Needs Negotiators should know: • Other parties’ needs & interests • Available resources of the other party • Reputation and styles of the other parties • Ability and authority of other party to make agreements • Strategies & tactics the other party might utilize • Understanding of when the other party might walk away from the negotiations Negotiation Game Plan Important to be prepared for any situation – competitive or cooperative Organize Thoughts Identify Ideal Outcomes Develop Contingencies & BATNA Steps to Prepare for Negotiation Negotiation Game Plan continued  Identify communication elements • Tone for negotiation (e.g. apologetic, determined, concerned) • Frames for describing positions (e.g. metaphors, analogies) • Body language to maximize effectiveness • Claims, data, objective criteria • Questions • Persuasion strategies • Methods to ensure commitments Intelligence Gathering Skilled negotiator gathers intelligence: • Interests – mutual & divergent • Concerns – mutual & divergent • Emotional issues • Primary claims • Evidentiary support – strengths & weaknesses • Potential avenues around resistance • Style compatibility considerations ICE Model: Three Key Perspective- Shaping Factors Before beginning any negotiation, the three key perspective-shaping factors (interests, concerns & emotions) must be assessed – not assumed! Concerns Interests Emotions Identifying Interests  Skilled negotiators must elicit information regarding the others’ interests – both mutual and divergent  Utilize self-disclosure to encourage openness  Share a story of a previous negotiation  Place interests in continuum from mutual-to- divergent • When interests are mutual, cooperative or integrative negotiation is likely • When interests are divergent, antagonistic, distributive forms of negotiation emerge Identifying Concerns  All parties have concerns or worries  Failure to address or identify concerns may hinder successful negotiations [...]... utilize hard tactics Soft & Hard Tactics  Soft Tactics • Emphasize friendliness • Create personal liking • Build sense of obligation & reciprocity • Involve indirect approaches to persuasion  Hard Tactics • Engage in threats • Make demands • Impose sanctions Style Flexing or Stretching MEDIATOR • Cares about mutual gain • What others might derive • Encourages listening & sharing opinions • Doesn’t... indicators: since, because, for, as, in as much as, for the reason that, first  Conclusion indicators: therefore, hence, thus, so, consequently, it follows that, one may infer, one may conclude Prepare & Anticipate Counterclaims  Anticipate the possible ways in which your counterpart might respond  Seek to understand • Acknowledge counterclaim • Assess counterclaim to gain better understanding of their... position for which you’re arguing • Data – evidence or reasoning supporting the claim • Warrant – general statement that indicates why the data are supportive of the claim  Dissect reasoning to identify potential weaknesses and develop stronger arguments  Lead with the strongest claims and ones that the other party may care about or are likely to believe Argument – Claim Development Toulmin’s Model Issue: . Chapter 3 Preparation & Planning Outline  Importance of Planning  Information Needs  Negotiation Game Plan  Intelligence Gathering  Choice Point Contrivance & Response  Negotiating. intelligence: • Interests – mutual & divergent • Concerns – mutual & divergent • Emotional issues • Primary claims • Evidentiary support – strengths & weaknesses • Potential avenues around. of planning inclinations will have more successful negotiation outcomes than those who are less preparation- inclined. Information Needs Negotiators should know: • Other parties’ needs &