Training -Public Speaking, -Negotiation Skills,
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Transcript Training -Public Speaking, -Negotiation Skills,
Public Speaking, Negotiation,
Etiquette
Tatevik Khachatryan
AUNA
Head of Youth Division
Public Speaking
What is public speaking?
Why do we need it?
What are the goals?
How to talk?
Examples of good orators
PHYSICAL
PSYCHOLOGICAL
ANALYSIS OF
THE AUDIENCE
DEMOGRAPHIC
SITUATIONAL
Analysis of the speech
5 W Questions
Who? What? When? Where? Why? How?
Tips for a good speech
Get well-prepared, be familiar with the topic
Preparation, preparation and preparation
Imagine yourself speaking
Do not apologize when making mistakes
Avoid slang and informal language
Diplomatic alphabet
Practice a lot…
Body language, gestures,
Pay attention to words,
Formulate the questions properly,
Speak CONCISELY,
Ensure the dialogue,
Confidence, excitement, commitment
Eye contact
Humor (limited)
Speak, DO NOT read
Listening as a part of speaking
Listen to
understand
Listen to be
listened to
Listening improves
speaking
70% listening, 30%
speaking
Let the butterflies fly….
Share your practice of
overcoming your fears
Overcoming the fears
Be focused
Practice a lot and listen to the others practicing
Be well-prepared
Take only the positive ideas to the stage
Your fears are not visible to the audience
Humor helps
Prior to the speech
Take a breath
Relax the muscles
Pay attention to the
beginning (HOOK)
Negotiation
7 Element Principle
Interests, not positions
Options (the more, the better)
BATNA
Legitimacy
Commitments for the future
Communication
Relationship
Negotiation Modes
Competing
Accommodating
Avoiding
Collaborating
Compromising
Principled
Negotiator
“Negotiation is the communication designed to reach
agreement when you and the other side have some
interests that are shared and others that are opposed.”
Hard vs Soft vs Principled Negotiation
Distributive (pie fixed, win-lose) vs. Integrative
Negotiation
Don’t Bargain Over Positions
Problem of haggling (Customer vs. Shopkeeper)
Unwise
Digging deeper into positions – impossible to change
Interest of saving face
Ground for compromise
Inefficient
Extreme opening positions, small concessions – drags on
Endangers relationship
Contest of rigid will
Being nice not the answer
Soft-soft – sloppy agreement (O’Henry)
Soft-hard – you lose your shirt
The Alternative
Negotiation: on substance vs on process (a game about
a game)
Your moves decide the flow of the game
Four points:
People: Separate the people from the problem.
Interests: Focus on interests, not positions.
Options: Generate a variety of possibilities before
deciding what to do.
Criteria: Insist that the result be based on some
objective standard.
Focus on Interests, not Positions
Reconcile interests, not positions (collaboration vs compromise)
Interests define positions
Several positions can satisfy the same interest
Agreements often possible because of difference in interests
Ask why and why not – be clear that you’re not asking for
justifications
Negotiators have multiple interests
Substance and relationship
Affecting and effecting
Constituencies
Show you appreciate their interests, present your interests, build
common ground – present problem before conclusion
Be hard on the people, soft of on the problem
Invent Options for Mutual Gain
Orange; Arm Wrestling
Diagnosis:
Premature judgment; Searching for the single answer;
Assumption of fixed pie; Thinking that “Solving their
problem is their problem”
Prescription:
Separate inventing from deciding; Broaden your options;
Look for mutual gain; Make their decision easy
Dealing With People Problems
Perception
Conflict lies in people’s heads
Self-selective perceptions – reinforcing what you think
Put yourself in their shoes – discuss perspectives openly
Get them involved: process is product
Consider face-saving
Emotion
Understand their emotions, make yours explicit
Allow the other side to let off steam
Communication
Show you understand, then be understood
Don’t persuade third parties; two judges over case (not
adversarial); two shipwrecked sailors
Insist on Using Objective Criteria
Deciding on the basis of will is costly
Objective criteria, independent of each side’s will
Criteria should apply reciprocally
Developing objective criteria
Fair standards
Fair procedures
Joint search
Reason and be open to reason
Never yield to pressure, only principle
BATNA
Bottom line vs. BATNA
Too rigid; More than one variable; Too high
BATNA is an alternative course of action
The reason you negotiate to produce something
better than the results you can obtain without
negotiating.
Have a trip wire
The better your BATNA, the greater your power
Pot seller vs. wealth tourist
Developing Your BATNA
Three steps:
List of actions if no agreement
Improving promising ones, converting into alternatives
Selecting best option
Disclosing your BATNA
Consider their BATNA
Lower overestimations
Change their BATNA
Dirty Tactics: Deliberate Deception
Recognize tactic; voice it; question legitimacy
Deliberate Deception
Phony facts
Ambiguous authority
Dubious intentions
Refusal to negotiate
Extreme demands
Escalating demands
Lock-in tactics
Hardheaded partner
A calculated delay
Take it or leave it
Negotiation Jujitsu
Don’t attack position; look behind it
What are the interests?
What principles underlie it?
Don’t defend your ideas; invite criticism and advice
Examine negative judgments
Turn situation around
Recast an attack on you as an attack on the problem
Ask questions and pause
Statements generate resistance, whereas questions
generate answers.
Use silence
Practice…
Thank You
Tatevik Khachatryan
AUNA
Head of Youth Division