Preparation and Planning

Preparation and Planning

Apa yang perlu diketahui?The other partys needs and interests, to a reasonable extentThe resources available to the other partyThe negotiaion reputations and styles of the other partyThe ability and authority of the other party to make agreementsStrategies and tactics the other side is likely to useA sense of the point at which the other party is likely to away

Preparation (1)Organize your thought into primary issues, secondary issues, and clutter issuesOrganize primary issues into idealoutcomesFor each primary issue and its ideal ocome, develo contingency plans and a BATNADecide how important maintaining the relatonship is to your desired outcomes; this helps determine how much emphasis to put n relational issuesDetermine you opening tone and consider how you will maintain tha toneor when to alter itduring the course of the negotiationDevelop frames to describe your positions on each primary issues and secondar issuesDecide what yo will do un terms of body language to enhance your credibility, emphasize your position, maintain or improve the relationships, establish power, and be persuasive

Preparation (2)Decide how you will test your assumpstions about our counterparts ierests and identify what they truly care aboutIdentify any common interests you believe you shareones that may serve as a bridge across perceived differencesDecide how you will link your interests to those of the other sideDetermine your srongests claims for each of your ideal outcomes and your strongest data, especially objective criteriaConsider what weaknesses your conterparts night point out and how you will then defend your positionIn erm of each ideal outcome, identify whta you are willing to concede that the thers may wantand what yo are definitely unwilling to concede (at least at this point)

Preparation (3)Decide what you will ask for when you make concessionsPlan what to do or say if something the others do or say sarts to pull you off track (into clutter issues, placing the blame, focusing on the past rather than the fture)Watch out for words that frame the discussion in ways not helpful to your desired ocomesPlan what kinds of questions you might ask of the others if they begin to focus on clutter issuesConsider how you will involve them in the development of the solutionConsider which persuasion strategies might prove useful

Intelligence GatheringTo prepare adequately for cooperative and competitive eventualties, the skilled negotiators gahers intelligence;Forms of intelligence:Interestsmutual and divergentConcernsmutual and divergentEmotional issuesPrimary claimsEvidentiary supportstrengts and weaknessesPotential avenues around resistanceStyle compatibility considerations

Interests, Concerns, Emotions (ICE)Three key perspective-shaping factors: ICEICE should be assessed, not assumedIUnderstading of each partys key interests and how they align is crucialCNegotiators also bring worriesabut how things might go awry or how they will then appear to superiors or even whether the negotiation will threaten an interpersonal relationship; failure to adequately address others concerns poses a hazard to successful negotiationEpeople are or become emotionally involved with issues or positions at the heart of negotiation (the endowment effectthe emotional attachment one has to a key item or idea)

Primary ClaimsThe statements about interests that each negotiator is likely to makeCLAIMthe conclusion, or position, for which you are arguingDATAthe evidence or reasons supporting the claimWARRANTrule; a general statement that indicates why the data are supportive of the claimBACKINGa condition, reason, or justification that suports the warrant

DATACLAIMWARRANTBACKINGthereforesincebecauseAn Argument Model

Argument: An ExampleDATA: He went to you without me even though were leading this project togetherCLAIM: Donny is trying to impress you at my expenseWARRANT: Fair-minded people avoid going behind the backs of team membersBACKING: Thats the way things are generally done in business thereforesincebecause

ASSESSING STYLEANALYZERFocuses on logicMakes rational argumentsRelies on dataPriorities outcomesACHIEVERFocuses on utcomesDesires controlAdheres to plansSeeks compliance

MOTIVATORFocuses on creativityUses analogiesFosters collaborationEncourages imaginationMEDIATORFocuses on rapportFavors consensusLsitens intentlySeeks mtual gain