Negotiation Strategies

Ofvalue 61 problemsolvingcont

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Unformatted text preview: rcise in gamesmanship With cooperative goals 70 USAGE OF “GOALS OTHER THAN TO REACH AGREEMENT” STRATEGY 1. A strategy to delay For eg: a negotiation team is sure that union’ll strike in all conditions. But the team believe that they’ll soften and a delay‘ll harm seasonal tasks. 71 Usage of “Goals Other Than to Reach Agreement” Strategy 2. To gather information 3. Negotiating as a forum for expressing views 72 Usage of “Goals Other Than to Reach Agreement” Strategy 4 . Negotiating to influence a third party Public Management of the entity ! Influence of 3rd parties on negotiation is very important Powerful people or groups, family members, etc 73 8. MOVING FOR CLOSURE To finalize a particular issue or the overall negotiation rather than risk losing the available terms. 74 MOVING FOR CLOSURE A difficult dilemma between • Risk of losing an agreement • The opportunity of doing better and balancing by evaluating those: * Value * Potential * Risk * Odds 75 MOVING FOR CLOSURE ! In negotiations the most important risk is losing an available deal that your clients may accept ! To avoid this, the ultimate decision should be made by decision maker 76 TECHNIQUES FOR MOVING THE OTHER SIDE TOWARD CLOSURE A proposal should be close to other party’s bottom­line Other party should believe – No further concession is possible – Failing to accept may result in no agreement – Closure is more advantageous 77 TIPS FOR “MOVING FOR CLOSURE” STRATEGY Expressing understanding that agreement exists Concession­based inducement to close Minimizing the danger of cancellation between closure and execution Closing issues within a larger negotiation 78 9. COMBINING STRATEGIES Generally usage of a single strategy isn’t efficient For e.g.: first concession and moving for closure are efficient in specific parts of the negotiation 79 WHY CHANGE STRATEGIES? Tried and failed strategies may be changed Changing strategies may be the main strategy 80 CATEGORIES OF STRATEGY CHANGES Sequential changes Issue­oriented changes 81 E.G. FOR ISSUE­ORIENTED CHANGES A purchaser has a competitive goal of getting lowest price for machinery,and a self­centered goal of good service production For 1st one, HRESSC and for 2nd one problem solving strategies are chosen. 82 A TIP FOR STRATEGY CHANGES What is important is: If the negotiator doesn’t do the change secretly, this change should be clearly defined not to harm trustworthiness. 83 • You cannot shake hands with a clenched fist. Indira Gandhi [ Clenched Fist ­ Woodblock by Frank Cieciorka, 1965 ] 84 THANKS FOR YOUR ATTENTION 85...
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This document was uploaded on 09/26/2013.

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