Negotiation II
PREMIUM
Contributors: Edison GuerraPerez (GP)
Page designed by:
References:
- Englund, R. L. (2010). Negotiating for success: are you prepared? Paper presented at PMI® Global Congress 2010—EMEA, Milan, Italy. Newtown Square, PA: Project Management Institute.
- A Guide to the Project Management Body of Knowledge (PMBOK Guide®)
- Effective Negotiating® by Dr. Chester L. Karrass
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NEGOTIATION II
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- Communication 0%
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- Negotiation 0%
- Negotiation strategy 0%
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Question 1 of 26
1. Question
1. I always consider the four fundamental forces in every negotiation: power, information, timing, and approach.
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Hint
Considering the four fundamental forces—power, information, timing, and approach—in every negotiation is a strategic approach that can help you navigate the complexities of the negotiation process effectively.
- Power: Understanding power dynamics is essential in negotiations. This includes recognizing your own sources of power, such as expertise, resources, or alternatives, as well as assessing the other party’s power. By leveraging your strengths and mitigating your weaknesses, you can position yourself more favorably in the negotiation.
- Information: Information is a powerful tool in negotiation. The more information you have about the other party’s needs, preferences, constraints, and alternatives, the better equipped you are to make informed decisions and craft persuasive arguments. Similarly, sharing relevant information strategically can help build trust and credibility while advancing your interests.
- Timing: Timing plays a critical role in negotiation outcomes. Being aware of deadlines, market conditions, and external factors that may impact the negotiation can help you seize opportunities and avoid potential pitfalls. Additionally, knowing when to push for progress and when to step back can help you maintain momentum and navigate negotiations more effectively.
- Approach: Your negotiation approach encompasses your overall strategy, tactics, and communication style. Tailoring your approach to the specific context and dynamics of the negotiation can increase your effectiveness and adaptability. Whether you choose a collaborative, competitive, or integrative approach, being mindful of how your actions and words influence the negotiation process is key to achieving your objectives while preserving relationships.
By considering these four fundamental forces in every negotiation, you can develop a more comprehensive understanding of the dynamics at play and make strategic decisions that maximize value and optimize outcomes for all parties involved.
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Question 2 of 26
2. Question
2. When previewing a negotiation, I analyze challenges such as the authority of those involved, resources required, and any cultural differences.
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Question 3 of 26
3. Question
3. I meticulously review all aspects of a negotiation, including terms, conditions, price, dates, resources, and liabilities, before closing a deal.
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Question 4 of 26
4. Question
4. I quickly recognize competitive and aggressive negotiation tactics, such as hard bargaining, and adapt my strategy accordingly.
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Hint
Recognizing competitive and aggressive negotiation tactics like hard bargaining is a valuable skill that allows you to adapt your strategy effectively. When confronted with such tactics, it’s important to remain composed and focused on your goals while also being flexible in your approach. Here are some strategies for dealing with competitive and aggressive tactics:
- Maintain a calm demeanor: In the face of aggressive behavior, staying calm and composed can help defuse tension and maintain control of the negotiation. Avoid reacting impulsively and instead, respond thoughtfully and strategically.
- Focus on interests, not positions: Instead of getting caught up in a battle of wills over specific terms or demands, focus on identifying underlying interests and exploring creative solutions that meet the needs of both parties. This collaborative approach can help shift the negotiation away from a zero-sum mindset toward mutual gain.
- Set clear boundaries: If the other party’s tactics become overly aggressive or unreasonable, it’s important to assert your boundaries firmly but diplomatically. Communicate your willingness to engage in constructive dialogue but make it clear that certain behaviors or demands are not acceptable.
- Use leverage strategically: Assess your sources of leverage and use them strategically to influence the negotiation in your favor. This could include alternatives, deadlines, or other factors that give you negotiating power. However, be careful not to resort to tactics that undermine trust or damage the relationship.
- Seek to understand: Try to understand the motivations behind the other party’s aggressive tactics. Is it a negotiation strategy, or are there underlying concerns or pressures driving their behavior? By empathizing with their perspective, you may uncover opportunities for collaboration or compromise.
- Be prepared to walk away: Sometimes, the best course of action in the face of aggressive tactics is to walk away from the negotiation. Knowing your BATNA (Best Alternative to a Negotiated Agreement) and being prepared to pursue alternative options can strengthen your position and deter the other party from using aggressive tactics.
By recognizing competitive and aggressive negotiation tactics and adapting your strategy accordingly, you can navigate challenging negotiations with confidence and increase the likelihood of achieving a positive outcome.
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Question 5 of 26
5. Question
5. I tend to use gentle persuasion when it is important to me to maintain a positive relationship.
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Hint
Using gentle persuasion can be an effective approach, especially when maintaining a positive relationship is a priority. Here are some strategies for employing gentle persuasion in negotiations:
- Build rapport: Establishing a rapport with the other party through active listening, empathy, and mutual respect can create a foundation of trust and goodwill. By fostering a positive relationship, you lay the groundwork for effective persuasion.
- Focus on common ground: Find areas of agreement and shared interests to emphasize during the negotiation. Highlighting mutual goals can create a sense of collaboration and make it easier to persuade the other party to see things from your perspective.
- Frame your arguments positively: Present your points in a positive and constructive manner, focusing on the benefits and opportunities rather than dwelling on potential drawbacks or conflicts. By framing your arguments in a way that appeals to the other party’s interests and values, you increase the likelihood of persuasion.
- Use storytelling: Incorporate storytelling techniques to illustrate your points and make them more compelling. Sharing relevant anecdotes or examples can help create an emotional connection and engage the other party on a deeper level.
- Provide evidence and rationale: Support your arguments with factual evidence, data, or logical reasoning to bolster your credibility and reinforce the validity of your position. Presenting a well-reasoned case can make it easier for the other party to understand and accept your perspective.
- Be patient and persistent: Gentle persuasion often requires patience and persistence. Avoid pressuring or rushing the other party, and instead, allow them the time and space to consider your arguments thoughtfully. Stay committed to your position while remaining open to feedback and negotiation.
- Offer concessions: Demonstrating flexibility and willingness to compromise can be persuasive in negotiations. Consider making concessions or finding creative solutions that address the other party’s concerns while still advancing your own interests.
By using gentle persuasion techniques, you can influence the other party’s decision-making process while preserving the positive relationship and fostering a collaborative atmosphere in negotiations.
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Question 6 of 26
6. Question
6. I focus on the objectives rather than the people involved in the negotiation.
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Question 7 of 26
7. Question
7. I aim to minimize and distribute the losses as part of my negotiation process to have the least adverse effects.
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Question 8 of 26
8. Question
8. I strive to build a strong working relationship by understanding the interests of the other party and incorporating third-party standards and benchmarks.
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Question 9 of 26
9. Question
9. I ask permission to provide feedback or suggestions in negotiation, carefully answering any questions.
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Question 10 of 26
10. Question
10. I am always attentive to the reactions from the other party about possible approaches they may be willing to consider.
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Question 11 of 26
11. Question
11. Time can constrain one side while the other may take the opportunity to gain additional concessions.
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Question 12 of 26
12. Question
12. I focus on what is being negotiated, especially if the other party gets emotional.
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Question 13 of 26
13. Question
13. I always consider how to alleviate the problem and what could make it worse.
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Question 14 of 26
14. Question
14. I consider the trade value of the concession I offer and the one I am asking from the other party.
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Question 15 of 26
15. Question
15. I ensure all requirements and priorities are set before any negotiation.
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Question 16 of 26
16. Question
16. I always ensure that the negotiation goals align with my company goals.
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Question 17 of 26
17. Question
17. I always consider how the results of negotiations will affect ongoing and future projects.
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Question 18 of 26
18. Question
18. I always consider the adverse effects of not reaching an agreement.
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Question 19 of 26
19. Question
19. I always define the minimum acceptable results in a negotiation.
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Question 20 of 26
20. Question
20. I consider the contingencies that need to be in place if desired negotiation results are not obtained.
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Question 21 of 26
21. Question
21.Some of the negotiating techniques I recognize and occasionally use include reviewing my notes, using hard tactics, taking breaks, keeping silent, and reframing an issue.
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Hint
how you can effectively use each of these techniques:
- Reviewing your notes: This is a great practice to ensure you’re staying on track and not forgetting any important details during the negotiation. Reviewing your notes can help you recall key points, maintain focus, and respond effectively to the other party’s arguments or proposals.
- Using hard tactics: While using hard tactics such as making aggressive demands or employing ultimatums should be approached with caution, there are situations where they may be necessary to assert your position or protect your interests. However, it’s essential to use them judiciously and be prepared for potential consequences on the relationship.
- Taking breaks: Taking breaks during negotiations can be beneficial for several reasons. It allows both parties to step back, collect their thoughts, and reassess their positions. Breaks can also help diffuse tension and prevent impulsive decision-making. Just be mindful of the timing and frequency of breaks to ensure they contribute positively to the negotiation process.
- Keeping silent: Silence can be a powerful tool in negotiation. By staying silent after making a proposal or statement, you give the other party time to process the information and respond. This can create a sense of discomfort or pressure, prompting the other party to make concessions or reveal valuable information. However, it’s essential to use silence strategically and avoid making the other party feel uncomfortable or manipulated.
- Reframing an issue: Reframing involves presenting a problem or issue in a different light to influence how it is perceived and addressed. This technique can be effective for finding common ground, shifting the focus away from areas of disagreement, or highlighting shared interests. By reframing the discussion, you can steer the negotiation towards a more favorable outcome for both parties.
By recognizing and occasionally using these negotiating techniques, you demonstrate flexibility and adaptability in navigating different negotiation scenarios. Just remember to use them ethically and in a manner that aligns with your overall negotiation objectives and values.
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Question 22 of 26
22. Question
22. I see concessions granted too quickly, which do not contribute to the other party’s satisfaction, as a difference to those they work for.
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Question 23 of 26
23. Question
23. I am alert to the message I send to the other party when I give a concession, ensuring that it is not interpreted as a signal of weakness.
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Question 24 of 26
24. Question
24. I count the overall number of concessions I receive and give, using them as bargaining leverage.
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Question 25 of 26
25. Question
25. I evaluate how close each concession brings me to reach my desired agreement.
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Question 26 of 26
26. Question
26. I relay to other parties that all concessions are contingent on a satisfactory agreement.
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