Negotiation Strategy and Planning.mpg
Summary
TLDRThis video covers the critical aspects of negotiation strategy and planning. It emphasizes the importance of setting clear goals, distinguishing between strategy and tactics, and preparing thoroughly. The speaker explains different negotiation strategies, including avoidance, competition, collaboration, and accommodation, and the significance of balancing desired outcomes with maintaining relationships. Key phases of negotiation, such as preparation, data gathering, bidding, and implementation, are also outlined. The message highlights the importance of adaptability and planning for long-term success in negotiations.
Takeaways
- 😀 Strategy and planning should focus on goals. The clearer the goals, the better the negotiation results.
- 💡 Wishes are not goals. Effective goals must be specific and concrete.
- 🔄 Strategy is the overall plan to achieve goals, while tactics are short-term actions supporting the strategy.
- 🛤️ Planning involves outlining how to implement the strategy, considering both unilateral and bilateral approaches.
- 🤝 There are four main negotiation strategies: avoidance, competition, collaboration, and accommodation, each with different priorities on outcome and relationship.
- 📊 Active engagement in negotiations includes competition (win-lose), collaboration (win-win), and accommodation (I lose, you win).
- 🗂️ The negotiation process ideally has seven phases: preparation, relationship building, data gathering, using data, bidding, closing, and implementation.
- 🔍 Planning involves defining issues, interests, limits, alternatives, and assessing participants and their strategies.
- 🧠 It's essential to understand your opponent's goals, resources, and walkaway points to build an effective strategy.
- 📅 Negotiation protocols include setting an agenda, timeline, participants, and planning for possible negotiation failure.
Q & A
What is the first step in the negotiation process?
-The first step is determining the goals for the negotiation process. Negotiators should clearly specify their goals and objectives, as unclear goals will lead to muddled results.
How are strategy and tactics differentiated in negotiations?
-Strategy is the overall plan to achieve one's goals in negotiation, while tactics are short-term adaptive moves designed to pursue broad strategies. Tactics are always subordinate to the strategy and are driven by it.
What are the two types of negotiation approaches mentioned?
-The two approaches are unilateral, where the negotiation is done without active involvement from the other party, and bilateral, where the impact of both sides is considered.
What are the four outcomes of the Dual Concerns Model?
-The four outcomes are avoidance, competition, collaboration, and accommodation. Each outcome depends on the concern for achieving desired outcomes and maintaining relationships.
When should avoidance be used as a negotiation strategy?
-Avoidance is used when the outcome of the negotiation is not important, or when one's needs can be met without negotiating at all. It saves time and effort if there's no possible gain.
What are the seven phases of an ideal negotiation process?
-The seven phases are: preparation, relationship building, data gathering, using data in negotiation, bidding, closing the argument, and implementation.
Why is information gathering important in a negotiation?
-Information gathering is important because it helps negotiators understand the issues at hand, build their case, and use data to support their points and challenge the other party's arguments.
How does the 'bargaining mix' contribute to negotiation planning?
-The bargaining mix involves defining the list of issues and combining them to decide which ones have priority in the negotiation process, allowing negotiators to focus on key goals.
What role do 'constituents' and 'social context' play in negotiations?
-Constituents are the parties involved in the negotiation, while the social context includes the authority to make agreements, reputation, and negotiation style of the other party. Both factors influence the negotiation process.
Why is it important to define negotiation protocol before starting?
-Defining negotiation protocol ensures clarity on the process, including the agenda, participants, location, and timeline, preventing confusion and helping both parties stay aligned during negotiations.
Outlines
🔍 Understanding Negotiation Goals and Strategy
This paragraph introduces the main focus of negotiation strategy, emphasizing that clearly defined goals are essential for effective strategy. It highlights the importance of specificity in goals, both direct and indirect effects, and the relationship between a negotiator's goals and those of the other party. The difference between strategy and tactics is explained, with strategy being the overarching plan and tactics the short-term actions. The paragraph also distinguishes between unilateral and bilateral approaches in negotiation.
🎯 Strategic Approaches and Phases of Negotiation
This section covers various strategic approaches in negotiation, such as avoidance, competition, collaboration, and accommodation. It delves into the different outcomes associated with these strategies, ranging from win-lose scenarios to mutually beneficial outcomes. It introduces the seven phases of negotiation, from preparation to implementation, emphasizing the importance of planning and relationship-building throughout the process. The focus is on understanding the goals, relationship dynamics, and assembling relevant data.
⚖️ Defining Issues, Interests, and Bargaining Strategy
Here, the focus shifts to defining the issues, prioritizing them, and creating a bargaining mix for negotiation. The negotiator must understand their own limits and alternatives, set realistic objectives, and carefully assess the social dynamics and stakeholders involved in the negotiation. It underscores the need for strategic planning around opening bids and target outcomes while assessing the style and reputation of the other party. The paragraph emphasizes nonverbal cues, such as body language, and their role in negotiations.
🏛️ Negotiation Protocols and Adjustments
This paragraph discusses the formal and informal rules that govern the negotiation process, including the agenda, timeframes, and decision-making authorities. It outlines the importance of flexibility, adjusting strategies as needed during the negotiation, and ensuring that all involved parties are aware of their responsibilities. The metaphor of chess is used to highlight the ongoing adjustments required in negotiation. It closes by stressing the importance of implementation following successful negotiation, noting that planning without action leads to failure.
Mindmap
Keywords
💡Strategy
💡Tactics
💡Goals
💡Relationship Development
💡Dual Concerns Model
💡Avoidance
💡Collaboration
💡Accommodation
💡Preparation
💡Bargaining Mix
Highlights
Step one in negotiation is determining goals and understanding where you want to be at the end of the process.
Wishes are not goals; effective goals must be concrete and specific to guide strategy.
Negotiation strategies are shaped by both direct and indirect effects, including relationship development.
Strategy is the overall plan, while tactics are short-term adaptive moves that align with the strategy.
There are two approaches to negotiation planning: unilateral (working independently) and bilateral (considering both parties).
The dual concerns model categorizes negotiation into four types: avoidance, competition, collaboration, and accommodation.
Active engagement in negotiation can take the form of competition (win-lose), collaboration (win-win), or accommodation (imbalance of outcomes).
There are seven ideal phases in negotiation: preparation, relationship building, data gathering, data using, bidding, closing, and implementation.
The preparation phase is crucial, involving defining goals, analyzing relationships, and understanding similarities and differences with the other party.
Negotiators must gather and use data strategically to emphasize their points and deemphasize the opposing party's arguments.
Bidding is a give-and-take process where both parties state opening offers and negotiate toward a final agreement.
Effective negotiation involves assessing constituents, the social context, and using non-verbal cues like body language.
Resources, issues, and the bargaining mix must be well understood, and negotiators must know their walk-away point.
The negotiation process includes defining an agenda, selecting participants, determining the location, and setting timelines for the discussion.
Planning is essential in negotiation, but it is useless without implementation. Organizations must ensure plans are executed.
Transcripts
welcome back to negotiations as process
we're in chapter four this week strategy
and
planning goals Focus your strategy can't
put it any simpler than that so Step One
is determining the goals for the
negotiation process where where do you
want to be at the end of the negotiation
negotiators should specify goals and
objectives clearly if things are muddled
you're going to get muddled results the
goals have direct and indirect effect on
what your strategy is going to be on the
direct side wishes are not goals now
those of you who've just had me for
strategic planning this is a little
simplistic for you but wishes are not
goals goals are often linked to the
other party's goals there are limits to
what goals can be and effective goals
must be concrete and specific if they're
not specific they won't be effective
indirect effects of setting goals
includes relationship development and
there may be something else some other
things you can think of based on your
life strategy versus tactics strategy is
the overall plan to achieve one's goals
in a negotiation tactics are the
short-term adaptive moves designed to
enact or pursue broad strategies tactics
are always subordinate to the strategy
and tactics are driven by the strategy
planning is the action component of the
strategy process how will I implement
the strategy we say here's the goals but
if you set goals and don't map out a
path to get there again as you learned
from those of you who just had me in
strategic planed you're not going to get
there there are two approaches
unilateral we do it by ourselves without
active involvement of the other party
and bilateral we consider the impact of
both sides uh and we consider the other
strategy I mean while you're planning a
strategy for a negotiation you
understand that whoever's on the other
side of the table is also planning a
strategy again the Dual concerns model
comes up
and there are four things that happen
here avoidance where the outcome is not
important about the
relationship and the outcome of the
organization or the need the goal is not
important well then we've got avoidance
in competition I gain and you lose and I
ignore the relationship Factor because I
don't care where we're never going to be
doing business again in the first place
in collaboration I gain you gain we
enhance a relationship because there's a
good chance we're going to be back doing
business again together in the future
plus you'll achieve better outcomes and
when you're accommodating I let you win
and enhance the relationship because
maybe the goal is for me is to enhance
the relationship more than it is to
achieve resource or financial gain out
of the negotiation that's entirely a
legitimate
strategy strategic options are reflected
in the answers to two questions how much
concern do I have in achieving my
desired outcomes in this negotiation
ation and how much concern do I have for
the current and future quality of the
relationship with the other party you
have to reconcile those two and figure
out where outcome and relationship fit
in terms of the overall plan avoidance
is a non-engagement strategy and it's
very simple if I'm able to meet my needs
without negotiating at all it why should
I negotiate with you if there's nothing
in it for me there's no possible gain
it's not worth the time and the effort
and maybe there's available alternatives
to what I need to achieve without
negotiating
anything active engagement includes
three different levels competition which
is the distributive win- lose bargaining
kind of scenario we've talked about it
before Zero Sum not good collaboration
is integrative negotiation and win-win
and accommodation involves an imbalance
of outcomes I lose you win but again
sometimes that may be the choice that
you make because the relation ship is
more important than the short-term
Financial or resource gain there are
seven ideal phases in negotiation
preparation you got a plan for where
you're going to get to building the
relationship with the other party
Gathering data for both your
organization and on the other
party using that data within the
negotiation to emphasize your points and
deemphasize their points the bidding
process where we go back and forth the
closing up of the argument and the final
agreement that comes to give us the
desired outcomes and then the actual
implementation you can come to an
agreement but if nobody actually acts
upon it afterwards it wasn't any good as
we've studied in strategic planning
where they said on the Shelf the ideal
key faces again if we break them down
and the preparation you need to know
what your goals are and how you're going
to work in the relationship with the
other party you're going to work on
relationship building there are
differences between you and similarities
between you if you overemphasize the
differences you'll have problems if you
find the similarities then you'll have
grounds you can work on and Building
Together on both sides of the
negotiation commitment to the desired
outcomes information gathering you learn
what you need to know and what you need
to know about the issues in using data
we're assembling our case in bidding
each party States their opening offer
and then each party engages and give and
take back and forth until we finally
close the deal build commitment and then
imp lement the agreement across the
organizations or between the parties and
again we just look at that graphic of
the seven phases preparation
relationship building data Gathering
data using bidding closing and
implementation when you're planning your
strategy both in terms of the outcomes
and the process that will take place of
the negotiation you need to define the
issues and assemble the issues and
Define the bargaining mix which is very
simply just combining that list of
issues and deciding which which one has
priorities you need to Define your
interests in this negotiation why do we
want what we want as an
outcome in planning the strategy you
need to know your limits and the
Alternatives what's the least we can
accept what are the other options that
we might run into set your objectives
your targets and your opening bids where
you're going to start your target is the
outcome that you realistically expect
you can't expect to get everything
though some folks do and opening is the
best that can be achieved to start with
and you hope to settle somewhere in the
middle and you assess the constituents
the parties the people who are involved
and the social context of the
negotiation that's why in week one you
were asked to do some research on body
language constantly paying attention to
who's speaking who's listening how
they're talking their eye movement their
note taking their legs crossed their
arms folded the interaction among the
negotiators this graphic is on page 104
as a figure 4.3 in your text as an arena
like facility where you know games take
place because it is partially Game
Theory the direct actors on our side are
a while the direct actors on the other
side are the B's C are the indirect
actors and there are some for both of us
now these would in general we'd think
about stakeholders we've talked about
them before who have influence on the
sidelines for both parties D are
interested observers now those may be
state steh holders with little influence
outside pundits who need to something to
write about or talk about in their media
Outlets among other possible
stakeholders and finally is e the
environmental factors outside the
negotiation but with definite impact on
shaping what happens in the arena and in
the global Marketplace today it has to
be considered if you're working for a
nonprofit organization for instance the
mandates the funding changes that are
continually going on are highly
important when it comes to things like
like mergers and Acquisitions or taking
over program that another entity has
been offering to the community
beforehand as we're planning our
strategy you've got to analyze your
opponent not only before you get to the
table but once you get to the table
what's the reason that they have their
objectives the goals that they've set
why do they want what they want and you
have to present a clear case refuting
their position this is debate if you
can't make effective arguments
suggesting why they need to pay
attention to your position as opposed to
their position you're going to get
walked down and then you're going to
present of course your issues to the
other party both your concerns and the
outcomes indirectly that you're trying
to get to it's a negotiation process we
don't come out and say I've got to have
X tomorrow or we're done you won't me
negotiate
anymore some of the information that you
absolutely must have the resources the
issues and the bargaining mix you must
understand what resources are on the
table and resources is a very broad term
and it's meant to be the interests and
the needs of both sides the walkway
point is there a point of negotiation
where we absolutely cannot do this
anymore and we just have to walk away
because their demands are too excessive
and that comes and the alternatives to
finishing the negotiation if we're
walking away there must be an acceptable
alternative and we want to know that
before we get into the negotiation too
far into it who the constituents the
parties are the folks involved the
social structure and the authority to
make an agreement if we don't have the
people who have the authority to make a
decision at the table then we've got
something else we need to work on the
reputation of the other party and their
negotiation style how do they like to
work and the likely strategy and tactics
that they might take as well as deciding
what ones you're going to
take you need to define the negotiation
protocol as it will the process what's
the agenda who's going to be there where
will the negotiation occur what is the
time period that it's going to take
place and I don't mean just we're going
to meet from 2: to 5: but a negotiation
rarely happens and concludes in one
session so is there a length of weeks
month are we going to beet bi-weekly how
long is it going to take completely
what's going to happen if the
negotiation fails how will we keep track
of what's agreed to and how do we know
whether or not we have good agreement
you have to sort through all these
issues before you get to the table and
be continually in adjusting again just
like a game of chess so once again your
assignments for this week and you are
already right on track because you just
finished watching the video read chapter
4 continue your journaling you need to
post in the discussion thread what your
major Topic's going to be you need to
take the chapter 4 quiz and you need to
smile and breathe and if you have any
questions or concerns you need to
contact me and I will solve them for you
as best as possible it might be a
negotiation so wake up as it were
planning is the most critical important
activity in negotiation it is also one
of the most important activities of all
within our organization so often though
the planning and the strategy don't
actually have an implementation with
this you should because if you don't
know where you're going You're probably
end up there thanks for listening have a
great week I'll see you in class next
week
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