ML_Negotiation_Conflict_res

ML_Negotiation_Conflict_res - Negotiation &...

Info iconThis preview shows pages 1–17. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Negotiation & Conflict Resolution Pre-survey Getting people to cooperate Personal interests and agendas Negotiating priorities between departments Finding a win/win solution so everybody is happy Finding common ground Communication breakdowns between departments Delivering uncomfortable information Conflict with other people Getting meetings to run better & faster Persuading others Game Plan Lots to cover 90% is in the book Need you to participate Take this seriously Ask questions Offer ideas / examples Frequent breaks End by 12:45 Class is based on ML IBT negotiations class Harvard : Negotiations Project Conflict Management Team Advanced Communications Program 5,000 pages of research and studies 320 + companies in the last 11 years Fundamental Framework Positions Interests Reservation Price ZOPA Variables Concessions BATNA We negotiate all the time why? PAGE 1 How do many people view negotiations? War, competition, battle, fight, contest Old Style Tactics : set aggressive targets, start high, concede very slowly if at all, and employ threats, bluffs and commitments to unrealistic targets--- without triggering an impasse or escalation! Two Types of Negotiations Zero-Sum Harness the power of anchoring Do not disclose key information Learn as much as you can Exploit Dont overshoot 2 Two Types of Negotiations Win-Win Tell the truth Provide key information Learn as much as you can Be flexible, creative and fair The Negotiators Dilemma Three Key Factors of Negotiating Preparation Negotiation Communication What makes a great negotiator? Whoever is the best prepared wins Interests: general goals, objectives Monetary (value: $, Time, People) Growth Status Principles ??? PAGE 4 Variables Optimum Alternative Minimum Supporting arguments / facts / proof What are you willing to give up? Trade-offs Concessions Limits = RP ZOPA BATNA The 6 mistakes of negotiation 1. Not doing your homework. 2. Neglecting the other sides problem. 3. Letting positions drive out interests. 4. Letting the numbers bulldoze other interests. 5. Neglecting BATNAs. 6. Failing to correct for skewed vision. NITB Outline of key information: 1. Main Interests / Positions 2. Variables Optimum / Minimum 3. Arguments for / against each 4. Trade-offs / Concessions / BATNA 5. Reservation Price / ZOPA * For both parties PAGE 6 W ORKSHOP On pages 8 - 11 completely fill out a Strategic Negotiation Plan for a real situation you are currently facing....
View Full Document

Page1 / 60

ML_Negotiation_Conflict_res - Negotiation &...

This preview shows document pages 1 - 17. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online