Negotiation 101

Lisa M. Walke, MD Yale University Cynthia J. Brown, MD, MSPH University of Alabama at Birmingham

Objectives

1. Recognize negotiation is a key component of most personal and professional interactions. 2. Knowledge of the 5 most common negotiation styles. 3. Understand personal negotiation styles, how to utilize them effectively, and benefits of mastering more than one style. 4. Practice negotiation

Defining Negotiation

An interactive communication process that may take place whenever you want something from someone else or they want something from you.

- Teenager wants the car keys - Couple deciding where to go out to dinner - Family deciding where to go for vacation - You want to change your percent effort

Who appears more confident?

Importance of knowing your bargaining style

“Everyone has his or her own negotiating style, and the worst thing you can do is to adopt a negotiating technique that does not feel comfortable because credibility, based on an evident sincerity, is the

most important single asset of a good negotiator.”

G. Richard Shell, JD

Bargaining Styles Assessment Tool

• • • • Take 5 minutes to complete the bargaining styles assessment tool Select 1 statement per pair that most reflects your position, follow your 1 st impression Record the letter (A, B, C, D or E) in the box to the right of each pair of statements Tally all of your As, Bs, etc. in the score sheet at the bottom of the 2 nd page

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Assessment Tool Scoring

A = Competing B = Collaborating C = Compromising D = Avoiding E = Accommodating • • Strong inclination to use that type of behavior when negotiating – Score ≥ 7 (Competing, Avoiding, Accommodating) – Score ≥ 8 (Collaborating, Compromising) Weak Inclination to use that type of behavior – Score ≤ 5 (Compromising) – Score ≤ 4 (Collaborating) – Score ≤ 3 (Competing, Avoiding, Accommodating)

Bargaining Styles

Classification

Competing Collaborating Compromising

Also Known As

Sportsman Problem Solver Closer

Description

Loves negotiating; Great at positioning & gaining leverage Generates creative solutions; Great for complex issues, if time is flexible Seeks quick, fair resolutions; Great for straightforward issues or if time is limited Avoiding Diplomat Tactful; Peacekeeper; Prefers harmony Accommodating Relationship Manager Strives to maintain relationships; Seeks to be helpful

Balance Concerns

• • • Perceived conflict over stakes & importance of relationship b/w parties both high Ex: Acquisition, Parent-Child relationship Best Strategies – Collaboration – Compromise

Relationships

• • • Perceived conflict over stakes is low but perceived importance of relationship b/w parties is high Ex: Job offer, Research or Clinic team Best Strategies – Accommodation – Collaboration – Compromise

Transactions

• • • Perceived conflict over stakes is high but perceived importance of relationship b/w parties is low Ex: House Sale, Political Election Best Strategies – Competition – Collaboration – Compromise

Implied Coordination

• • • Perceived conflict over stakes & perceived importance of relationship b/w parties are both low Ex: Airplane seating Best Strategies – Avoidance – Accommodation – Compromise

Four Stages of Negotiation

• • • • Preparation Information Exchange Bargaining Commitment

Four Stages of Negotiation

• • • • Preparation – Assess situation, transaction or relationship – Adjust style to situation – Take other side’s point of view – Determine goals Information Exchange Bargaining Commitment

Four Stages of Negotiation

• • • • Preparation Information Exchange – Build rapport – Uncover underlying interests, issues and perceptions – Test expectations Bargaining Commitment

Four Stages of Negotiation

• • • • Preparation Information Exchange Bargaining – Opening – Making concessions Commitment

Four Stages of Negotiation

• • • • Preparation Information Exchange Bargaining Commitment – Do both sides have something to lose if they break their promise?

BATNAs and ZOPAs

• •  Best Alternative to a Negotiated Agreement (BATNA) Determines course of action if agreement not reached within certain time frame.

 prohibits negotiator from accepting unfavorable agreement as it provides better option outside the negotiation.   permits greater flexibility /allows room for innovation. If have strong BATNA, have more power as possess attractive alternative if acceptable agreement is not achieved.

Zone of Possible Agreement (ZOPA)  Agreement acceptable to both parties http://www.negotiationtraining.com.au/articles/next-best-option/

Leverage

• • • • Whichever party thinks have least to lose from ‘no deal’ has most leverage and vice versa.

Leverage based on perception as much as reality.

Leverage is comparative across the table. – Do not compare your situation with ideal or worst-case scenario; Compare with theirs.

Leverage is dynamic, can change in an instant as perceptions, conditions and players change.

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Time to Negotiate!

“There is no substitute for practice in negotiation. No one ever got better at public speaking just by reading a book and the same is true for bargaining. You must learn from doing.”

– G. Richard Shell, JD • • • • Select a partner; decide who will be A & who will be B On the table are 2 piles of envelopes, select the envelope with your letter Take 2 minutes to read your instruction sheet You have 8 minutes to complete the exercise

Let’s debrief

• • • • • What price did you agree upon for the car?

Did the buyer/seller disclose their true motivation for this purchase/sale?

What bargaining styles did each of you use?

Which style was most effective?

What aspect of this negotiations exercise made the greatest impression upon you?

Summary

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Bargaining Styles

A = Competing B = Collaborating C = Compromising D = Avoiding E = Accommodating • • • •

Four Stages of Negotiation

Preparation Information Exchange Bargaining Commitment