Section 4

Narayan
Garima Narang
Abirami Muthia
Sandeep Kumar

FT13444
FT13423
FT13398
FT13470

Pre
Negotiation
During
Negotiation

Post
Negotiation

Pre
Negotiati
on

The importance of planning is in having a very clear idea before

entering into the negotiation i.e.
Who are the parties directly or potentially involved?
What do they say they want (their positions)?
What are my objectives?
What is the value to be assigned?
What information will influence the final outcome of the negotiation?
What concessions can I make?
How am I going to achieve my objectives?
What part will other people play in the negotiation?
Generally, the more time that is spent in planning and preparing
for the negotiation, the more beneficial will be the final
outcome.

What exactly do I wish to achieve from this

negotiation?
Which of my objectives:
I must achieve?
Do I intend to achieve?
Would I like to achieve?
What options or alternatives would be acceptable to
me?
What are the other sides objectives?
How does the other side see the negotiation?
What is the nature of other party?

What is the best deal I could realistically achieve in this negotiation?

What is the likely outcome of the negotiation?
What is the limit of my authority?
At which point should I walk away?
What concessions are available to me?
What is the cost of each concession and what value does each have
to either side?
What information do I have that the other side has also?
What information do I have that the other side does not have?
What information do I need to have before negotiating with the other
side?
What information does the other side need before it can negotiate
with me?

Planning your strategy is important in negotiation. Once you

know your objectives, you need to work out how you are going
to achieve them. It is also useful to try and see the negotiation
from the other side and try and work out what their strategy will
be.
Ask yourself the following questions:
How am I going to achieve my objectives in this negotiation?
What is the strategy of the other side likely to be?
What tactics should I use within the negotiation?
What tactics are the other side likely to use?

Different strategies can be Dominate, Collaborate, Compromise,

Accommodate, Appeal, Concede, and Avoid

Some of the basic steps for effectively negotiating a favourable deal or agreement:
Decide on your starting position and your "bottom line," or lowest point you will accept in the deal (RV).
Consider the objectives and emotional motivation of the other party.
Plan sequence of proposals and possible counter-proposals. Open at the most you can reasonably ask
for as this gives you room to negotiate.
Prepare for the meeting by determining your own motives and objectives: Why are you negotiating?
What do you expect to gain and why is it important to you? What do you think you will have to offer to
achieve this?
Be prepared with information, facts, comparable prices or costs, etc. Avoid going into any negotiation
and coming across as either uninformed or unreasonably aggressive.
If the other party makes the first offer or proposal, this can allow you to gauge your response and set
the parameters of the negotiation to your advantage. Though some experts suggest that your proposal
be the first one on the table, this tactic can allow the other party to open at a point that is more
favourable to you than you may have anticipated.
Start by discussing a mutually agreed upon point of the negotiation something both parties will
readily say yes to.
Make your arguments and proposals incrementally and strategically. Avoid going immediately to your
lowest point of acceptance, or bottom-line.
Know when it is time to close or break off discussion. If the other party is ready to close the deal, and it
is acceptable to you, make it easy for them to do as little as possible by having everything ready to
sign, etc.

During
Negotiation

1. Separate the people from the problem:

Negotiators are emotional humans with different perspectives and beliefs. Try to build a working relationship with
the other negotiators independent of whether your agree or disagree.
2. Focus on interests, not positions:

Differences in interests define the real problem. Interests can include economic well being, security, having control
over one's life and a sense of belonging. People listen better if they think you understand them and are
sympathetic to their interests. Achieve this by showing you genuinely appreciate their interests.
3. Invent options for mutual gain:
In a relaxed atmosphere, brainstorm potential solutions among yourselves and, if possible, with the other side
without judging and criticizing the ideas.
4) Insist on objective criteria:
Establish fair standards and procedures for evaluating the options that are independent of each negotiator's
demands and pressures.

Negotiation is as much a science as it is an art - Raiffa 1982.

The "science" provides a theoretical framework for approaching negotiations.

WHERE?
The place of negotiation is vital towards anchoring the negotiation. The manner in
which the negotiation process spans depends on the location it takes place. Generally,
selling takes place at the customers place. This ensures that the customer is
comfortable in pursuing a conversation and boost chances of a sale. In the case of a
diplomatic outcome, neutral territories are best advised.

WHEN?
Preparation is the key towards an ideal negotiation. It is vital that the parties have
substantial information about the concerned issue and know their expectations. This will
help them identify when to start the negotiation. Another important aspect to consider is
the time of the meeting and the provision for handling interruptions. These factors could
determine the extent of concentration of the parties involved.

HOW?
Is the process over phone, face-to-face or through correspondence? Each of these
have multiple advantages and disadvantages and the choice of one over the other
should be made on depending on the situation. Before beginning the process, it is best
to warm up and have a round of introductions so that the stage gets set.

1. Give yourself the time you need to think. Quick answers are risky.
2. Never answer until you clearly understand the question.
3. Recognize that some questions do not deserve answers.
4. Answers can be given that satisfy part of a question rather than all of it.
5. If you want to evade a question, provide an answer to a question that
was not asked.
6. Some answers can be postponed on the basis of incomplete knowledge
or not remembering.
7. Make the other party work for answers. Get them to clarify the
question.
8. When the other person interrupts you, let them talk.
9. Correct answers in a negotiation are not necessarily good
answers. They may be foolish.
10. Dont elaborate. You may disclose more information than is necessary.

The following list provides recommendations to determine if the parties are

ready to participate in a negotiation.

Parties are willing to share control over processes and the resolution of the
dispute with the affected parties.
Parties have completed an assessment to determine whether sufficient
conditions are in place for negotiations to occur.
Ground rules are agreed upon by all participants and not established
solely one of the parties
Involved parties must have commitment to implementation of any
agreement reached.
Parties are open to informal, voluntary and flexible collaborative processes
to guide negotiations rather than to overly prescriptive rules.

The major activities in the negotiation step are creating options and
securing commitment.

Intangible factors
These factors often affect negotiation in a negative way and remain out of the negotiators awareness. The best
way to identify their existence is to try and see what is not there? One way to uncover intangibles is to ask
questions and another way is to take listeners/observers along.

Paradoxes
1) Claiming value versus creating value: Typically the value creation stage will precede the value claiming stage
and the challenge is to balance the emphasis and manage the transition from one stage to the other.
2) Principle Driven versus Resilient Driven : Effective negotiators are thoughtful about the distinction between
issues of principle where firmness is essential and issues where compromise and accommodation are the best
route to a mutually acceptable outcome.
3) Strategy driven versus Opportunity Driven : Strong preparation is necessary to manage this paradox and
see if there is an opportunity to move out of ones strategy in the light of new information that may emerge.
4) Openness versus Closure: This is about being clear on i.e. How open and honest should I be with the other
party?

Post
Negotiatio
n

A good analysis is one which steps back from a negotiation

identify key events and process. A good analysis might
address the following

Who controlled the negotiation and how did they do it?

What critical issues affected the negotiation process and
outcomes?
What did you learn about yourself from the negotiation?
What did you learn about others behaviour?
What did you learn about bargaining and conflict?
What would you want to change in the future? How would you
alter your behaviour to perform more effectively?

Overall Effectiveness

On a scale of 0
to 100 what you
will rate?

~ 50 -60%

This Issues .. {what all happened}

Success

Achieved goals. {Dos}

Failure

Because of emotions . {Donts}

Was your pre-negotiation preparation sufficiently thorough? Did you

fully understand your clients no settlement alternatives? Did you
carefully estimate your opponents no settlement options?
Was your initial objective level high enough? If you obtained everything
you required, was this due to the fact you did not establish sufficiently
important objectives?
Did your pre-bargaining prognostications prove to be accurate? Did
your opponent begin near the point you thought they would begin? If
not, what caused your miscalculations?
Did you use the beginning period to establish rapport with your
opponent and to create a positive negotiating environment?
Did the Information Stage develop sufficiently to provide needed facts?
Who made the first offer? The first real offer? Was a principled
initial offer articulated by you?

What specific bargaining tactics were employed by your opponent and

how were these tactics countered by you?
Which party made the first compromise and how was it precipitated?
Were subsequent concessions made on an alternating basis?
Were principled concessions articulated by you or by other party?
Did the parties resort to Collaborative Bargaining to maximize their
aggregate return?
Did either party resort to fraudulent tactics or purposeful
misrepresentations to enhance its situation?
What finally induced you to accept the terms agreed upon or to reject
the final offer made by the other party?
Did either party appear to obtain more favorable terms than the other
side, and if so how was this result accomplished?
If no settlement was achieved, then what would have done differently
to produce a different result?

Identify our rapport with the other party and its behavior.
What common mistakes we do in negotiation e.g.
Allowing emotions to escalate
Less knowledge of key factors etc.

How to handle alternatives effectively

Identify our hot buttons which make you felt pressed by
someone
Key take away from this negotiation.