NEGOTIATION SKILLS
What is negotiation?
It is a process through which two or more parties come together and attempt to attain a mutual agreement over a dispute (Dwyer, 2009). All sound human being experience conflict at one stage in their life time. Differences arises when two people, teams or group desire for different wants or goals and one party hinders the other when striving to fulfil their goals (Watson, 2000),
What can cause conflict?
Variation in the way people analyse and interpret facts. Difference in values, beliefs, personal preference and perception methods people use to fulfil their wants, needs and demands.
NEGOTIATION STATEGIES
1. A Win-Win strategy (positive-sum outcome). Win-Win strategy focuses in meeting the needs of both parties. The conflicting parties are usually contended with the outcome. Win-Win situation is a bit difficult to attain.
HOW CAN ONE ATTAIN A WIN-WIN STRATEGY
(Baden, 2012)
In the Win-Lose situation is where one party who is the initiator is pleased with the outcome while the other party remains unsatisfied. This kind of strategy is characterised by dominating style of speech and confusing presentation.
3. Lose-Win strategies (Zero-sum outcome)
This is the exact opposite of Win-Lose, in the Lose-Win the initiator is dissatisfied while the other party is satisfied.
4. Lose-Lose strategies(negative-sum outcome)
In the circumstance of Lose-Lose both parties are left dissatisfied with the outcome after the negotiation process. This situation arises due to the fact their demands are too rigid and lack of collaboration.
PERSONAL STYLES IN NEGOTIATION
When people participate in negotiation process to settle a dispute. They tend to employ their personal styles which consequently impact on their communication and conflict handling. There are fire methods people use while negotiation to solve a dispute (Dwyer, 2000)
TYPE
DESCRIPTION
SELF-DENYING
Individuals who are self-denying are usually difficult to negotiate with. They are not open minded. They conceal information more particularly the feedback
SELF-PROTECTING
These kinds of people use diversionary tactics they discuss other people and side track into other issues. They employ these tactics to conceal their true feelings and ideas.
SELF-EXPOSING
These individuals speak loudly ever others. They do this with intention of drawing attention. They internationally disregard feedback and any other views
SELF-BARGAINING
These are those people who express their feelings and ideas only after the other party has displayed theirs. They always wait for guidance into the negotiation process
SELF-ACTUALISING
These are exceptional negotiators. They want information and response from other parties. They deliver the information and feedback appropriately to aid in the conflict solving process. They aim to attain goals and result without much tension.
What is negotiation?
It is a process through which two or more parties come together and attempt to attain a mutual agreement over a dispute (Dwyer, 2009). All sound human being experience conflict at one stage in their life time. Differences arises when two people, teams or group desire for different wants or goals and one party hinders the other when striving to fulfil their goals (Watson, 2000),
What can cause conflict?
Variation in the way people analyse and interpret facts. Difference in values, beliefs, personal preference and perception methods people use to fulfil their wants, needs and demands.
NEGOTIATION STATEGIES
1. A Win-Win strategy (positive-sum outcome). Win-Win strategy focuses in meeting the needs of both parties. The conflicting parties are usually contended with the outcome. Win-Win situation is a bit difficult to attain.
HOW CAN ONE ATTAIN A WIN-WIN STRATEGY
(Baden, 2012)
- Adapt assertive communication skills
- Excellent use of verb and non-verbal communication skills
- Employ careful listening skills
In the Win-Lose situation is where one party who is the initiator is pleased with the outcome while the other party remains unsatisfied. This kind of strategy is characterised by dominating style of speech and confusing presentation.
3. Lose-Win strategies (Zero-sum outcome)
This is the exact opposite of Win-Lose, in the Lose-Win the initiator is dissatisfied while the other party is satisfied.
4. Lose-Lose strategies(negative-sum outcome)
In the circumstance of Lose-Lose both parties are left dissatisfied with the outcome after the negotiation process. This situation arises due to the fact their demands are too rigid and lack of collaboration.
PERSONAL STYLES IN NEGOTIATION
When people participate in negotiation process to settle a dispute. They tend to employ their personal styles which consequently impact on their communication and conflict handling. There are fire methods people use while negotiation to solve a dispute (Dwyer, 2000)
TYPE
DESCRIPTION
SELF-DENYING
Individuals who are self-denying are usually difficult to negotiate with. They are not open minded. They conceal information more particularly the feedback
SELF-PROTECTING
These kinds of people use diversionary tactics they discuss other people and side track into other issues. They employ these tactics to conceal their true feelings and ideas.
SELF-EXPOSING
These individuals speak loudly ever others. They do this with intention of drawing attention. They internationally disregard feedback and any other views
SELF-BARGAINING
These are those people who express their feelings and ideas only after the other party has displayed theirs. They always wait for guidance into the negotiation process
SELF-ACTUALISING
These are exceptional negotiators. They want information and response from other parties. They deliver the information and feedback appropriately to aid in the conflict solving process. They aim to attain goals and result without much tension.
PERSONAL ATTRIBUTE OF A GOOD NEGOTIATOR
Ability to plan well
Potential to think clearly under distressful situation
Ability to be practical
Potential to communicate effectively
Being able to act assertively with integrity
Being able to identify standards
Ability to identify the interest of each party
Willingness and ready to make follow up.
BARRIERS OF NEGOTIATION
TELEPHONE: When using the phone for negotiation there is a like hood of misinterpretation arising. This is because the parties involved in the negotiation cannot see each other’s non-verbal expression. Typically it is challenging to send and receive positive feelings over the phone. Research indicate that negative information often travel easily over the telephone (Watson, 2000)
LACK OF TRUST: Lack of trust hinders the negotiation if trust does not exist between the negotiation parties it becomes difficult to negotiate effectively. There is need to build trust because it is an important aspect that leads to successful resolution of conflict (Dwyer, 2009)
THREATINING STATEMENT: When negotiation it is important to avoid the use of harsh and the rating sentiments as they can hinder the negotiation process. They are likely to trigger anger and cause stalemate in the negotiation process.
CHOICE OF LANGUGE: Technical language or Jargon can be a barrier in the negotiation process. It is advisable to use simple English rather than Jargon to create a common understanding. Technical language can be appropriate when the two parties are familiar with it.
CRITICISM: logical argument is more appropriate rather than critics because it can cause an aggressive response.
THE ROLE OF GOOD LISTENING IN THE NEGOTIATION
Is important ingredient to effective communication. Lack of good listening boost the speaker’s confidence. It is pivotal, to listen to both verbal and non verbal communication.
APPROACHES TO NEGOTIATION
FIVE STEPS IN THE NEGOTIATION PROCESS
Was developed by Fisher and Ury (1991)
This works well when a group of stakeholder have a common interest. When the parties are willing to cooperate and work together for mutual outcomes. Every party is treated equitably.
Fisher and Ury’s 1991 argued that the negotiated agreement should satisfy the following:
PEOPLE: Alienate people from the problem
INTEREST: Focus on interests rather than position
OPTION: Formulate a range of possibilities
CRITERIOR: Make sure the result are based on objective standards
TO IMPEMENT THE PRINCIPLE NEGOTIATION METHODS YOU NEED TO (Dwyer ,2009 )
To satisfy the interest of the parties in wired. However these interests are not always met. In some circumstances we may have outcomes less than original goals.
BATNA: (Best Alternatives to Negotiation Agreement). When an individual is not in a position to negotiate to meet the set goals. It is appropriate to have BATNA (Eunson ,20120)
WATNA:This is likely to occur when negotiating with the manager or supervisor.
When the other party has legitimate power hence an individual wants to maintain an existing relationship (Dwyer ,2009 )
NEGOTIATION METHODS ( Halpern ,2013).
There are five negotiation methods. Each method bears different outcomes
COMPROMISE: This is where settlement of a dispute is reached by both parties through a concession (Brotherston ,1995 ,Eunson,2012)
COLLABORATION: This involves people working together to achieve acceptable solution for both parties (Win-Win). This method usually achieves an outcome that satisfies both parties. The end result is one party gaining advantage over the other (Demers ,2002 )
ACCOMODATION: This is a situation where only one party is willing to oblige or adapt to meet the needs of the other (Teague,2009)
WITHDRAWAL / AVOIDANCE: This typically happens when one party backs away from the negotiation. This result in both parties loosing. This kind of dissatisfaction is likely to lead to conflict in the future. (Slogar ,2014)
COMPETITION: This kind of negotiation result in one party gaining advantage over the other party (Potts ,1996)
Ability to plan well
Potential to think clearly under distressful situation
Ability to be practical
Potential to communicate effectively
Being able to act assertively with integrity
Being able to identify standards
Ability to identify the interest of each party
Willingness and ready to make follow up.
BARRIERS OF NEGOTIATION
TELEPHONE: When using the phone for negotiation there is a like hood of misinterpretation arising. This is because the parties involved in the negotiation cannot see each other’s non-verbal expression. Typically it is challenging to send and receive positive feelings over the phone. Research indicate that negative information often travel easily over the telephone (Watson, 2000)
LACK OF TRUST: Lack of trust hinders the negotiation if trust does not exist between the negotiation parties it becomes difficult to negotiate effectively. There is need to build trust because it is an important aspect that leads to successful resolution of conflict (Dwyer, 2009)
THREATINING STATEMENT: When negotiation it is important to avoid the use of harsh and the rating sentiments as they can hinder the negotiation process. They are likely to trigger anger and cause stalemate in the negotiation process.
CHOICE OF LANGUGE: Technical language or Jargon can be a barrier in the negotiation process. It is advisable to use simple English rather than Jargon to create a common understanding. Technical language can be appropriate when the two parties are familiar with it.
CRITICISM: logical argument is more appropriate rather than critics because it can cause an aggressive response.
THE ROLE OF GOOD LISTENING IN THE NEGOTIATION
Is important ingredient to effective communication. Lack of good listening boost the speaker’s confidence. It is pivotal, to listen to both verbal and non verbal communication.
APPROACHES TO NEGOTIATION
- POSITIONAL BARGAINING
FIVE STEPS IN THE NEGOTIATION PROCESS
- Plan for negotiation
- Discuss: Set the communication climate by exchanging greetings. Aim to establish trust and confidence. Be sociable to establish a tension free atmosphere. Iron out any differences after reviewing proceedings
- Propose: Define the issues and specify in detail what you wish to resolve. Connect the issue to the other party’s objective handle one issue at a time, refrain from generalisation
- Negotiate the issue: This is where an individual ask for what he want however one needs to be aware that goals may have to be notified or compromised. One is required to collaborate so that a satisfactory solution may be attained for both parties.
- Confirm: Once the agreement is reached there is need to find out if each party is committed to the agreement reached.
Was developed by Fisher and Ury (1991)
This works well when a group of stakeholder have a common interest. When the parties are willing to cooperate and work together for mutual outcomes. Every party is treated equitably.
Fisher and Ury’s 1991 argued that the negotiated agreement should satisfy the following:
- It should promote relationship
- The agreement should be wise
PEOPLE: Alienate people from the problem
INTEREST: Focus on interests rather than position
OPTION: Formulate a range of possibilities
CRITERIOR: Make sure the result are based on objective standards
TO IMPEMENT THE PRINCIPLE NEGOTIATION METHODS YOU NEED TO (Dwyer ,2009 )
- Organise your facts well
- Be aware of the timing and speed of the talks
- Be sensitive the needs
- Be patient
- Do not be worried about conflict
- Assess the others needs properly
- Be committed to a win-win philosophy
To satisfy the interest of the parties in wired. However these interests are not always met. In some circumstances we may have outcomes less than original goals.
BATNA: (Best Alternatives to Negotiation Agreement). When an individual is not in a position to negotiate to meet the set goals. It is appropriate to have BATNA (Eunson ,20120)
WATNA:This is likely to occur when negotiating with the manager or supervisor.
When the other party has legitimate power hence an individual wants to maintain an existing relationship (Dwyer ,2009 )
NEGOTIATION METHODS ( Halpern ,2013).
There are five negotiation methods. Each method bears different outcomes
COMPROMISE: This is where settlement of a dispute is reached by both parties through a concession (Brotherston ,1995 ,Eunson,2012)
COLLABORATION: This involves people working together to achieve acceptable solution for both parties (Win-Win). This method usually achieves an outcome that satisfies both parties. The end result is one party gaining advantage over the other (Demers ,2002 )
ACCOMODATION: This is a situation where only one party is willing to oblige or adapt to meet the needs of the other (Teague,2009)
WITHDRAWAL / AVOIDANCE: This typically happens when one party backs away from the negotiation. This result in both parties loosing. This kind of dissatisfaction is likely to lead to conflict in the future. (Slogar ,2014)
COMPETITION: This kind of negotiation result in one party gaining advantage over the other party (Potts ,1996)
REFERENCES
1.Halpern, M. (2013). Outsourcing negotiations: Skills and tactics. Computer and Internet Lawyer, 30(3), 1-8. Retrieved from http://search.proquest.com/docview/1326330560? accountid=39715.
2.Slogar, H. (2014). Significance of entrepreneurs negotiation and communication skills. Paper presented at the 583-587. Retrieved from http://search.proquest.com/docview/1542110538?accountid=39715.
3.Sachs, S. (1998). Negotiation skills: A platform for success. Risk Management, 45(4), 70-76. Retrieved from http://search.proquest.com/docview/226995802?accountid=39715.
4.Brotherston, B. (1995). Negotiating skills for credit professionals - part 2. Credit Control, 16(2), 16. Retrieved from http://search.proquest.com/docview/208171900?accountid=39715.
5.Teague, P. (2009). The art and science of negotiations. Purchasing, 138(6), 14. Retrieved from http://search.proquest.com/docview/214451633?accountid=39715.
6.Graf, A., Koeszegi, S. T., & Pesendorfer, E. (2010). Electronic negotiations in intercultural interfirm relationships. Journal of Managerial Psychology, 25(5), 495-512. doi:http://dx.doi.org/10.1108/02683941011048391.
7’Demers, J. (2002). Negotiating skills can be learned. CMA Management, 76(8), 33-35.
8. Potts, G. (1996). Negotiation: Skills to use every day. New Zealand Manufacturer, , 8. Retrieved from http://search.proquest.com/docview/226079059?accountid=39715.
9.Elder,B .(1994 ) Communication skills:Australia,Macmillan education Australia pty Ltd.
10.Eunson ,B .(2012) .Communicating in the 21st century 3rd edition:Australia;John wiley & sons.
education.
1.Halpern, M. (2013). Outsourcing negotiations: Skills and tactics. Computer and Internet Lawyer, 30(3), 1-8. Retrieved from http://search.proquest.com/docview/1326330560? accountid=39715.
2.Slogar, H. (2014). Significance of entrepreneurs negotiation and communication skills. Paper presented at the 583-587. Retrieved from http://search.proquest.com/docview/1542110538?accountid=39715.
3.Sachs, S. (1998). Negotiation skills: A platform for success. Risk Management, 45(4), 70-76. Retrieved from http://search.proquest.com/docview/226995802?accountid=39715.
4.Brotherston, B. (1995). Negotiating skills for credit professionals - part 2. Credit Control, 16(2), 16. Retrieved from http://search.proquest.com/docview/208171900?accountid=39715.
5.Teague, P. (2009). The art and science of negotiations. Purchasing, 138(6), 14. Retrieved from http://search.proquest.com/docview/214451633?accountid=39715.
6.Graf, A., Koeszegi, S. T., & Pesendorfer, E. (2010). Electronic negotiations in intercultural interfirm relationships. Journal of Managerial Psychology, 25(5), 495-512. doi:http://dx.doi.org/10.1108/02683941011048391.
7’Demers, J. (2002). Negotiating skills can be learned. CMA Management, 76(8), 33-35.
8. Potts, G. (1996). Negotiation: Skills to use every day. New Zealand Manufacturer, , 8. Retrieved from http://search.proquest.com/docview/226079059?accountid=39715.
9.Elder,B .(1994 ) Communication skills:Australia,Macmillan education Australia pty Ltd.
10.Eunson ,B .(2012) .Communicating in the 21st century 3rd edition:Australia;John wiley & sons.
education.