Advanced Techniques of Negotiation

Advanced Techniques of Negotiation
Osterne M. Feitosa S.
Osterne Feitosa M.S.
Trading Lesson 02 - Structure and Process
Negotiation
Negotiation is the process of achieving goals through an agreement situations wh
ere there are conflicting and common interests.
JOSÃ AUGUSTO WANDERLEY CONSULTANT INSTITUTE MVC
Nature of the conflict
Conflict is part of natural communication Conflict ongoing at various levels of
conflict His image determines their expectations about the conflict, despair or
hope.
Influences on their view of conflict
Personal history Attitude towards life Beliefs Philosophy of Work and Family Lif
e Maturity desktop Social Environment
PerecepÃ§Ã£o Conflict
In our system the conflict is seen as bad. The exception is sports. Fighting str
ong play to win strategy Schematics Maximizing potentialities
Definition of Conflict
Conflict is a state of tension that creates a mobilization to effect change and
get better results.
Elements of conflict
Interference
Blocking Think what the other does it on purpose
Constructive conflict
We move
Try new strategies communicate differently change goals
Interaction with the goal of learning rather than to protect (understand, solve,
ask, open, change). Do not get mired in conflict (the conflict does not define
people) seek increased self-esteem in relation Focus
Todo
View the perception of the other
Hidden Agenda conflict known relations of interdependence incompatible goals sca
rce resources Interference
Todo
Look workarounds Ask directly what is happening Tell others your view of reality
Look for unorthodox solutions, new Remember that the past can not predict the f
uture Never underestimate the power of a unilateral step to solve a conflict.
Power
Power is the ability to gain the resources needed to take a person's condition o
f oppression, to ensure your ability to do, and to influence not only in their o
wn situation but the situation they are in others.
Goodrich apud Hockert Joyce.
Power
power is the ability of an agent to produce certain effects, as a result of the
social relationship between individuals, groups or organizations where one party
controls the other.
LUQUE, MyLine Samaniego; PEÃ ANHA, Ursula railways. Power and learning: a brief an
alysis of the relationship between student and teacher
Constructive Power
Based on the power to create change
Integrative Power
Build new things
Positive balance of power
Demand for power distribution in the group sharing information and decisions Sel
f-control in the use of power focus on interdependence Persistence Delegate plan
ned power
TRADING
Negotiation is the process of achieving goals through an agreement situations wh
ere there are conflicting and common interests.
JOSÃ AUGUSTO WANDERLEY CONSULTANT INSTITUTE MVC
Negotiation
Similar concerns of interdependence Motivation dissimilar People try to reach ag
reement on how to serve their interests
Negotiation
People prefer to deal with the problem people prefer not to use force or aggress
ive tactics of persuasion All the elements of a conflict are present People have
reached a level where you can make proposals on the problem
Negotiation
The parties depend on their access to power and knowledge structures govern the
behavior to maximize earnings and seek to achieve an acceptable proposal to fina
lize the negotiations
Negotiation
Desire to cooperate to provide the resources to achieve the goal Influencing Kno
wledge of the structure of the conflict:
Clear goals Attention to honorable exits Content Relationship between Self-contr
ol power of shares Value
Negotiation
Depends on the behavior of communication between participants. The tactics are u
sed to reach an agreement.
Negotiation
Loses or Wins x Wins and Wins Series of small concessions x Results x creative N
egotiations implicit formal negotiations
Styles, tactics and strategies
Style - personal behavior patterns in conflict. Varies with the
concept over the other or about themselves.
Strategy - way to see the conflict and methodology of action prepared Tactics -
movements and techniques used in conflict resolution
About Styles
Use descriptive rational vision to improve the desired results. Knowledge Learni
ng theory of self-control techniques
Vision of the conflict
Unilateral Trend See yourself trying to resolve the conflict see the other side
trying to block the advance
Variety of Styles
Tendency to act differently in different environments. Relative Position In Publ
ic Relations Relations between friends domestic labor relations
Primary choice
Self-protection Open to interact
Styles - Avoidance of conflict
Tactics: Compliance with all denial of conflict
Denial Denial implicit explicit Evasive
Affirmative avoidance
Questions fugitive fugitive phrases phrases Phrases abstract procedural
Jokes
Management topics
Changing topics Trail topics
Styles - Collaboration
Demand great commitment of the negotiators. High level of respect for other's go
als and objectives themselves. Sincere pursuit of positive outcomes for the prob
lem, highlighting the relationship
Vision for better result. Looking for other viewpoints and creative solutions.
Tactics: Affirmations analytical
Problem Description Description of feelings and visions about the problem of the
nature of the conflict Qualification Questions about feelings and views of the
problem Request for review
Affirmative conciliatory
Supporting Quotes Concessions Assumption of responsibility
Styles - Competition
Direct confrontation Vision unilateral conflict Want to win by force does not ha
ve respect for others' problems active Labour to win the other side
Personal interest at the expense of other verbal or selfish Competition
Affirmative confrontation
Critical Imperatives hostile personal Rejection Questions Jokes hostile hostile
hostile statements about thinking the other Denial of responsabiliade
Threats
Power credibility fear
Violence
Rituals of conflict learned
Styles - Commitment
Encounter along the way Seems like the collaborative style. Less sophisticated,
faster, each gives a little bit to settle the matter, losses and gains shared po
wer loss can undermine the outcome
Styles - Commitment
Call for tactics justice Tip Exchange Maximizing profit and reducing the value o
f losses and fast solution for a short time
Styles - Accommodation
It yields up goals relational conflicts in favor of another is not concerned wit
h their own desires in pursuit of harmony and cooperation Selfless, martyr, sabo
teur, remoedor bitter.
Styles - Accommodation
Tactics
Acceptance of results without a fight Leak Denial of the fight needs expression
of the desire for harmony
Interests x Positions
Power Rights Interests
Skills
Negotiation skills can be developed.
Competitive Negotiation
The design type of trading that comes immediately to mind The world is selfish m
otivation is competitive basic / antagonist Limited financial decisions can be t
aken individually the nature of the system is distributive Objective: Maximum ga
in, higher than the competitive
Patterns of communication begins with demand high and slowly yields tangible res
ults Exaggeration Maximizing the value of concessions Use of threats, confrontat
ion, argument, discourse strong handling processes and people with distortion of
intent, resources, and goals-oriented quantitative results rather than results
relational.
Disadvantages deviation to the confrontation Prevents opening channels of cooper
ation encourages intolerance generating impasses difficulty in predicting the op
ponent's responses overestimation of results that can lead to more development c
onflicts
Basic methodology for purely distributive strategy:
1. Secure your point of interest and point of agreement as well as possible. Con
stantly review these items as it negotiates. 2. Attach the interests and reserva
tion point of opponents. Be alert to new data that emerge as it negotiates. 3. L
ook to move the reservation point of opponents to open the trading range, especi
ally if the track is negative.Â(This process usually begins with planted questi
ons. However, if necessary for an agreement that you must achieve, move your poi
nt of agreement. 4. Look for a line as close as possible to the agreement of the
other to take the maximum profit. 5. Do everything for both you and the other,
see this agreement as the best possible under the circumstances.
Collaborative Negotiation
Design The parties have different interests and common search for mutual gains C
reativity
The world is controlled by people selfless The common interest is the objective
recognition of interdependence Although limited resources can best be used in co
-operation The system is inclusive by nature objective solution that pleases eve
ryone and that is fair and efficient for the community
Increased communication patterns cake Compensation Cost Reduction Alternatives e
xtra Brainstorm Vision of the problem from another angle
Principles of negotiation
1. Separate the people from the problem. 2. The preservation of relations is a g
oal objective, non-negotiable. 3. Focus on interests rather than positions. 4. G
enerate a series of possibilities before deciding what to do. 5. Criteria. Insis
t that the result must meet certain criteria.
Searching for common interest
If we tried ....? What would need to ....? Why not ...? What would be the perfec
t situation? How do you want to be treated? What problem are we trying to solve?
What is its purpose? What worries you most? What most annoys you? What most of
you happy? What do you want? If you received this, what effect would make in you
r life? You want to know what I want?
Disadvantages
Internal pressure for compromise and accommodation reduces the use of competitiv
e strategies increases the risk of manipulation and demagogy Difficulty in estab
lishing points of agreement Need high level of commitment and formal education N
eed negotiators with high self-esteem and conscious of their positions
Developing an environment of collaboration Collaboration is a way of seeing the
negotiation
I know this is difficult, but we can get a result. I understand why you want to
solve this problem, but let's look at other alternatives ... I understand your p
oint of view, give me the opportunity to put what I think about the problem I li
ke to know the needs you want to meet. I would like to show you what needs to tr
y to accomplish. His strong words show that this problem is very important to yo
u. But let's see if we can treat the problem differently. We can go back and sta
rt again the analysis.
Developing a collaborative environment I see no great difficulty in winning two
of us go out this negotiation. But it seems that we are thinking that if a win t
he other loses. I really look for a fair result and that pleases both sides. Thi
s requires more information about what we really want. Let's explore this concep
t? I will negotiate with you for as long as it takes to reach an agreement that
suits both their interests as our own. I understand you think this is the best s
olution. But we have different interests. Let us analyze this solution to see if
it also serves our interests?
Basic methodology for integrative or mixed strategies
1. Secure your point of interest and point of agreement as well as possible. Con
stantly review these items as it negotiates. 2. Attach the interests and reserva
tion point of opponents. Be alert to new data that emerge as it negotiates. 3. T
hrough clearly shared information and brainstorming, seek to expand the pie so t
hat each side can get as much of that demand. Try moving the point of agreement
of each. 4. Decide on fair principles how to divide the cake. 5. Do everything f
or both you and the other, see this agreement as the best in the circumstances.
Phases of negotiation
Complex Systems Change Begins with fixed goals for technical competitive or coll
aborative agreement with the will of the negotiators.
Switching from competition to collaborative negotiation
Phases of negotiation
1. initial position - Presentation of extreme positions. 2. Collision. Argument.
3. Reduction temperature of the debate and seek solutions.
1. Join the other
Use language in the first person plural. Look for common interests.ÂAsk before
you act. Come closer (physically)
2. Control the process, not the person.
Use the environment and the time creatively. Limit or increase the number of tra
ding participants to help the collaborative effort. Encourage the other party to
say what they really want and pay attention even if you do not agree with it.
Use principles of productive communication
Be unconditionally constructive Refuse to sabotage the process Separate the peop
le from the problem use persuasion instead of coercion Refuse to hate the other
Be firm in goals but flexible on means to achieve them
Provide alternatives and look for different results to meet your goals. Separate
s relationship problems Focus on interests, not in the position
Believe that there is an alternative solution for mutual gain Coin Set soon poin
ters consensus on what is one to see problems if one refuses to be pessimistic
Preparing for negotiation
Questions to Ask
Whose interests are on the scene? What are these interests? What sources of powe
r for each person whose interests are at the scene? What are the options? What i
s the strategy I want to adopt?
Basic methodology for mediation
Discover the real interests - not the positions of each one - and the points of
agreement on each side, as well as they can. Alone, you review your understandin
g of these points, ie points of agreement on each side. If possible, review thes
e points continuously in the mediation process. Be alert to new data. 2. Through
acquisition of new information and brainstorming, seek to expand the pie so tha
t each side can get the most out of that demand. Try moving the point of agreeme
nt of each. 3. Help the parties to find principles for determining how to decide
the issues. 5. Do everything for both you and the other, see this agreement as
the best in the circumstances.
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