This will help arm you with a clear picture of how

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Unformatted text preview: lp arm you with a clear picture of how and when to confront each participant and what line of attack is in each case. A quick thinking and flexible attitude to quickly recast the arguments in one’s favour to suit the dynamics unfolding throughout the negotiation is the hallmark of a champion negotiator. Rigidity of approach is usually counterproductive and more often than not results in stalemate situations hampering the project progress. At times when there are multiple issues being negotiated “losing” a few items may be a good investment to “win” a major point. A very sound technique is to put your self in the boots of the other party, and look at the issue from that perspective. This will allow one to think through the negotiation and get an idea regarding the position and arguments likely to be put forth from the other side. Armed with this knowledge it is easy to think of strategies to negate them and win one’s own point. Even with solid background preparation, and thorough homework, there is always the possibility to be blind-sided by a brilliant adversary. If one is outwitted there is no harm in accepting the truth and calling for more time to analyse the new line and get adequate information to ward off the challenge. If defeat is inevitable, it should be accepted gracefully, but, if even a minuscule advantage for one’s side can be extracted then it should be pursued wholeheartedly. While negotiating there is nothing like absolute victory or defeat. When negotiating on issues where one’s position is weak, a realistic goal should be set to define what is to be achieved out of that particular position. Being unrealistic in chalking-out the desired outcome for each set of negotiation topics will surely lead to not even a minor victory gained. The PM should be adequately empowered to make on-the-spot decisions if they have to concede to some demands of the other side. As far as possible, the PM should try to close issues decisively after each set of negotiations, unless there is specific need to reopen any decisions or...
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This document was uploaded on 01/22/2014.

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