The Negotiation Checklist - Simons and Tripp.pdf

Item accomplished a about you 1 what is your overall

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Item accomplished A. About You 1. What is your overall goal? 2. What are the issues? 3. How important is each issue to you? Develop a scoring system for evaluating offers: (a) List all of the issues of importance from step 2. (b) Rank order all of the issues. (c) Assign points to all the issues (assign weighted values based on a total of 100 points). (d) List the range of possible settlements for each issue. Your assessments of realistic, low, and high expectations should be grounded in industry norms and your best-case expectation. (e) Assign points to the possible outcomes that you identified for each issue. ( f ) Double-check the accuracy of your scoring system. (g) Use the scoring system to evaluate any offer that is on the table. 4. What is your “best alternative to negotiated agreement” ( BATNA )? 5. What is your resistance point (i.e., the worst agreement you are willing to accept before ending negotiations)? If your BATNA is vague, consider identifying the minimum terms you can possibly accept and beyond which you must recess to gather more information. B. About the Other Side 1. How important is each issue to them (plus any new issues they added)? 2. What is their best alternative to negotiated agreement? 3. What is their resistance point? 4. Based on questions B.1, B.2, and B.3, what is your target? C. The Situation 1. What deadlines exist? Who is more impatient? 2. What fairness norms or reference points apply? 3. What topics or questions do you want to avoid? How will you respond if they ask anyway? D. The Relationship Between the Parties 1. Will negotiations be repetitive? If so, what are the future consequences of each strategy, tactic, or action you are considering? 2. (a) Can you trust the other party? What do you know about them? (b) Does the other party trust you? 3. What do you know of the other party’s styles and tactics? 4. What are the limits to the other party’s authority? 5. Consult in advance with the other party about the agenda.
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16 CORNELL HOTEL AND RESTAURANT ADMINISTRATION QUARTERLY standing your main goal helps put all the other aspects of the negotia- tion into perspective. Most people begin and end their negotiation planning by determining their over- all goal. We suggest that it is just the beginning. 2. What are the issues? What specific issues must be negotiated for the final outcome or agreement to meet your overall goal? For ex- ample, if the overall goal is to book a successful convention, what assur- ances, services, and constraints will be involved? Price may be an obvi- ous component, but it is worthwhile to consider other items, too—items that might make the agreement much more attractive both to your- self and to the other side. Delivery schedules, duration of contract, product or service upgrades, cancel- lation clauses, contingency plans, transportation services, complimen- tary room nights, and many other options all have some value to those negotiating a contract. Such side
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