Вы находитесь на странице: 1из 29


Puan Haslinda bt Hj Hashim 28 JUN 2010 CENFED, UMP

NAMA : Pn Haslinda Hj Hashim Pendidikan: M.ed (Guidance&Counseling), UM, 2004 B.ed TESL (Teaching English As A Second Language) (hons), UM, 1994 Pelajar Phd di UPM (2010-2013) Pengalaman Kerja: Pensyarah Bahasa Inggeris Pengetua Kolej Kediaman UMP Pensyarah Kolej Kemahiran KL (InTim) Pensyarah Kolej Shahputra Guru Bahasa Inggeris MRSM Kuala Berang


What is Negotiation?

Is getting what YOU want from the other person

No matter what it is.




Importance of negotiations?

It helps resolve conflicts.

with Maximum Profit* for both sides!

* at proper conditions.

Poor negotiation skills LIMIT your ability to reach agreement

Negotiation consist of FOUR basic components



3.Strategy and Tactics


Six Paradigms of Human Interaction used in Negotiations.

I Win, You Lose. I Win, You Win.

I Lose, You Lose.

I Lose, You Win.

No Deal

I Win

Method of Principled Negotiation

People:Separate the people from the problem Interest: Focus on interest Options: Invent options for mutual gain Criteria: Insist on objective criteria

To be successful in negotiations you must: Define your goals Make preparation Be focused on interests Keep clean your reputation Speak on their language Communicate Be open-minded Be flexible Appearance and mannerism Don`t worry!


Do listen carefully to the other party Do leave enough room for maneuver in your proposals Do feel free to reject the first offer received Do make conditional offers, such as If you do this, well do that Do probe the attitudes of the opposition: What would be your feelings if? Dont make too many concessions at an early stage Dont make your opening offer so extreme that you lose face if you have to climb down Dont ever say never Dont answer questions directly with a simple yes or no Dont make the opposition look foolish
Use humor w h e n appropriate, but do not try to be too clever Pay close attention to the proposal o f t he ot he r p a r t y

Negotiation / Conflict Approach

When quick, decisive action is vital (in emergencies); on important issues. Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline). On issues vital to the organizations welfare. When you know you are right. Against people who take advantage of noncompetitive behavior.

USE ..Collaboration
To find an integrative solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship.

When an issue is trivial, or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. To let people cool down and regain perspective. When gathering information supersedes immediate decision. When others can resolve the conflict effectively. When issues seem tangential or symptomatic of other issues.

When you find you are wrong and to allow a better position to be heard. To learn, and to show your reasonableness. When issues are more important to others than to yourself and to satisfy others and maintain cooperation. To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes.

When goals are important but not worth the effort of potential disruption of more assertive approaches. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful.

Let us never negotiate out of fear, but never fear to negotiate.