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Negotiation
Strategy and
Tactics

By Lisa Luper
Negotiation Styles and
“Personal
traits of
                        Outcomes
negotiators
               • Integrating
                  – Working with everybody involved in order to come up with a
often affect        solution that is acceptable to everyone involved (178).
negotiation
               • Obliging
outcomes. It
                  – Conceding to the wishes of the other party and attempting to
is therefore        “keep the conflict with the other to myself” (178).
of practical   • Dominating
value to          – Using my authority, influence, and expertise to “make a decision
understand          in my favor” (178).
various        • Compromising
negotiating       – Looking for middle ground and using negotiation and a “give and
behaviors”          take” strategy in order to resolve an impasse (178).
(Tubbs, 177)   • Avoiding
                  – I try to keep disagreements myself and avoid conflict altogether
                    (178).
“Darling,
                                      Assumptions
                             The following are assumptions that we should hold
nothing is                            before entering into negotiations:
final 'til
             •      Both parties have some needs to be met
you're dead,
                     – “The more we are able to recognize the other party’s needs, the more
and even                likely we are to be successful in negotiating” (179).
then, I'm    •      Both parties should avoid a win-lose philosophy
sure God             – We should remember our paths may cross again. If we want to be treated
negotiates.”            favorable in the future, we should be careful how we treat others now.
                        (179)
--Baroness      •   Many issues are (potentially) negotiable
                     – Although not everything can be negotiated, it can be easy to think that
Rodmilla De             some things are final (such as a deadline) that might not be. It doesn’t hurt
Ghent                   to ask (179, 180).
“Ever After,”   •   To be successful, you must consider the other person’s needs
1998                 – “Always keep in mind that in order to negotiate successfully, you must keep
                        the other person’s needs in mind” (180).
                •   Meanings and standards are not always the same
                     – The words one party uses may have a different meaning to the other party.
                        Make sure that meanings are defined in order to avoid misunderstandings
                        (180).
Definition
of
                          Principled Negotiation:
Principled
                • Separate people from the problem
Negotiation:
                   – Remember to keep the negotiation in the context of
                     relationship and use respect (181).
“Deciding an
issue based     • Focus on interests, not positions
on its merits      – Ask questions to find out what the other party’s needs are
rather than          rather than taking a firm position right away (181, 182).
by taking       • Invent various options for mutual gain
positions          – Carefully look at the “definition of the problem, the
and trying           symptoms of the problem, the root causes of those
to get the           symptoms, and the criteria for an effective solution” before
other party          brainstorming solutions for the problem (183).
to come to      • Use objective criteria
our                – Compare your position with others that have already been
position”            decided in similar situations (183).
(181).
Questions for Discussion
• What does your negotiation style look
  like?
• Can you think of a time when you and
  somebody else were able to come to
  agreement when you focused on
  interests rather than positions?
Works Cited
Tubbs, Stewart. Human Communication—Principles and Contexts. Twelfth
   Edition. McGraw Hill. 2010.

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Negotiation strategy and tactics

  • 2. Negotiation Styles and “Personal traits of Outcomes negotiators • Integrating – Working with everybody involved in order to come up with a often affect solution that is acceptable to everyone involved (178). negotiation • Obliging outcomes. It – Conceding to the wishes of the other party and attempting to is therefore “keep the conflict with the other to myself” (178). of practical • Dominating value to – Using my authority, influence, and expertise to “make a decision understand in my favor” (178). various • Compromising negotiating – Looking for middle ground and using negotiation and a “give and behaviors” take” strategy in order to resolve an impasse (178). (Tubbs, 177) • Avoiding – I try to keep disagreements myself and avoid conflict altogether (178).
  • 3. “Darling, Assumptions The following are assumptions that we should hold nothing is before entering into negotiations: final 'til • Both parties have some needs to be met you're dead, – “The more we are able to recognize the other party’s needs, the more and even likely we are to be successful in negotiating” (179). then, I'm • Both parties should avoid a win-lose philosophy sure God – We should remember our paths may cross again. If we want to be treated negotiates.” favorable in the future, we should be careful how we treat others now. (179) --Baroness • Many issues are (potentially) negotiable – Although not everything can be negotiated, it can be easy to think that Rodmilla De some things are final (such as a deadline) that might not be. It doesn’t hurt Ghent to ask (179, 180). “Ever After,” • To be successful, you must consider the other person’s needs 1998 – “Always keep in mind that in order to negotiate successfully, you must keep the other person’s needs in mind” (180). • Meanings and standards are not always the same – The words one party uses may have a different meaning to the other party. Make sure that meanings are defined in order to avoid misunderstandings (180).
  • 4. Definition of Principled Negotiation: Principled • Separate people from the problem Negotiation: – Remember to keep the negotiation in the context of relationship and use respect (181). “Deciding an issue based • Focus on interests, not positions on its merits – Ask questions to find out what the other party’s needs are rather than rather than taking a firm position right away (181, 182). by taking • Invent various options for mutual gain positions – Carefully look at the “definition of the problem, the and trying symptoms of the problem, the root causes of those to get the symptoms, and the criteria for an effective solution” before other party brainstorming solutions for the problem (183). to come to • Use objective criteria our – Compare your position with others that have already been position” decided in similar situations (183). (181).
  • 5. Questions for Discussion • What does your negotiation style look like? • Can you think of a time when you and somebody else were able to come to agreement when you focused on interests rather than positions?
  • 6. Works Cited Tubbs, Stewart. Human Communication—Principles and Contexts. Twelfth Edition. McGraw Hill. 2010.