negotiation crash course

a one-hour condensation of a 36-hour course

 

rodrigo freire

Sr. Program Manager, Product Security

who I AM

• Sr. Program Manager
• Spent last 8 years as a Platform/Cloud TAM
• Customer-facing and diverging interests is... Challenging.
• Took the course to increase... Persuasion ;-)

about this material

Slide deck will be shared - URL at the end of preso

about this material

Slide deck will be shared - URL at the end of preso

Based on Harvard Model - Principled Negotiation

about this material

Slide deck will be shared - URL at the end of preso

Based on Harvard Model - Principled Negotiation

Sharing some knowledge amassed by this training

about this material

Slide deck will be shared - URL at the end of preso

Based on Harvard Model - Principled Negotiation

Sharing some knowledge amassed by this training

Indispensable read: Getting to Yes

principled negotiation

• Separate the People from the Problem

• Separate the People from the Problem
• Focus on Interests not Positions

principled negotiation

• Separate the People from the Problem
• Focus on Interests not Positions
• Invent options for Mutual Gain

principled negotiation

• Separate the People from the Problem
• Focus on Interests not Positions
• Invent options for Mutual Gain
• Insist on using Objective Criteria

principled negotiation

• Separate the People from the Problem
• Focus on Interests not Positions
• Invent options for Mutual Gain
• Insist on using Objective Criteria
• Know your BATNA

principled negotiation

position & interest

POSITION

INTEREST

Objective

Concept

Specific

Quantitative

Explicit

Reason

Abstract

General

Qualitative

Implicit

position & interest

Positions

Interests

position & interest

Positions

Interests

WHY?

position & interest

Positions

Interests

WHY?

WHY

NOT?

ASSUMPTIONS & PREJUDgE

TENANT

LANDLORD

Rent is too damn high

Other spends on the rise

Apartment needs painting

There are cheaper rents

Young people like me can't pay moar

I pay every time she asks

She's cold and distant

No rent increases recently

Spends on the rise, need $

He left the apt this way

There are pricier rents

Youngs tend to be noisy and don't care about the propty

He only pays when I ask

I value my tenant privacy

power

The ability to give or take something that the other side wants

power

• Economic (demand x offer)
• Authority / Hierarchy / Brand / Prestige
• Charisma / Competency / Knowledge / Experience
• Rules / Laws / Norms / Policy

Sources of power (Max Weber):

power

• Economic (demand x offer)
• Authority / Hierarchy / Brand / Prestige
• Charisma / Competency / Knowledge / Experience
• Rules / Laws / Norms / Policy

Sources of power (Max Weber):

Sources of power (Harvard):

• Information
• Time
• BATNA

power

• Economic (demand x offer)
• Authority / Hierarchy / Brand / Prestige
• Charisma / Competency / Knowledge / Experience
• Rules / Laws / Norms / Policy

Sources of power (Max Weber):

Sources of power (Harvard):

• Information
• Time
• BATNA

Behaviours

Gain

Risk

Pain

Power

Advantage

SOME MATH

Credibility = Competence x History x Ethics

SOME MATH

Credibility = Competence x History x Ethics

Trust = Credibility x Affinity

Risk

Reducing Risk

Impact

Uncertainity

Control

Credibility = Competence x History x Ethics

Trust = Credibility x Affinity

Risk

increasing affinity

Credibility = Competence x History x Ethics

Trust = Credibility x Affinity

Risk

• Common Interests
• Same social group (Church, club, school, etc.)
• Sympathy (kindness, gifts)
• Reciprocity
• Rapport

Reason

Emotion

Defensive

Aggressive

History

Fact/Data

Coherency

Transparency

No rush

Detail-oriented

Patient

Harmony

Relationship

Fidelity

Friendship

Reciprocity

Majority

Politic

Social

Self-confident

Results

Objectives

Cost/Benefit

Simplicity

Speed

Authority

Promises

Future

Dream

Innovation

Anxious

Dramatic

Image

Generalist

Aims: Specialyst

Fear: Fail

Aims: Relationship

Fears: Exclusion

Aims: Personal Satisfaction

Fears: Perceived as common

Aims: Win

Fears: Lose

PRAGMATIC

EXPRESSIVE

AMIABLE

ANALYTIC

common pitfalls

• Focusing on blame
• Accusations
• Selective hear
• Treating the problem superficially
• Not seeking common interests/points/parts
• Assumptions / prejudge

the good negotiator

• Focuses on being happy, not being right
• Does not prejudge
• Negotiates interests, not positions
• Studies and understands the topic prior to negotiating
• Gets to know his counterpart
• Fully understands his BATNA

the useful stuff

• Participants should perceive as partners to resolve a common problem - Avoid perceiving as Adversary

 

• Avoid the automatic reaction to focus only on the positions - Get to know the interests, make plenty of use of the WHY and WHY not.

the useful stuff

Lots of stuff at play or a presence of a adversary increases the pressure and narrows down your vision. Take time to plan and analyse the available options,  BATNA or common interests PRIOR to the meeting.

the useful stuff

A stubborn negotiator: Reinforces bad behaviour and destroys relationships.

Defusing it: Tell the negotiator that you are in a fair negotiation, with fair criteria. Discuss acceptance criteria and avoid sticking to positions.

 

Criteria: WHAT and HOW.

infinite wisdom

Cultures: Very important part of negotiation, on criteria.

 

Example:

• Time is....

infinite wisdom

Cultures: Very important part of negotiation, on criteria.

 

Example:

• Time is.... MONEY!

                               - An American.

infinite wisdom

Cultures: Very important part of negotiation, on criteria.

 

Example:

• Time is.... MONEY!

                               - An American.

• Time is....

infinite wisdom

Cultures: Very important part of negotiation, on criteria.

 

Example:

• Time is.... MONEY!

                               - An American.

• Time is.... WISDOM.

                               - An Asian.

infinite wisdom

If you have the power, you will probably use the...

infinite wisdom

If you have the power, you will probably use the...

REASON

infinite wisdom

If you have the power, you will probably use the...

REASON

 

Otherwise, if you don't have the power, you will resort to...

infinite wisdom

If you have the power, you will probably use the...

REASON

 

Otherwise, if you don't have the power, you will resort to...

EMOTION

infinite wisdom

In a difficult negotiation:

• Try to chose a nice and good place
• Sit by side and not face to face
• ... Negotiate outdoors! Or walking....

 

If things are stuck during a negotiation, make a pause for coffee, water, stretch, etc.

infinite wisdom

"BUT" tends to wipe out the prior part of the message. Want to see?

infinite wisdom

"BUT" tends to wipe out the prior part of the message. Want to see?

 

"You are doing great, but the last bug you reported is not adherent to our workflow"

infinite wisdom

"BUT" tends to wipe out the prior part of the message. Want to see?

 

"You are doing great, but the last bug you reported is not adherent to our workflow"

 

"You are doing great, and you need to check our bug workflow in order to avoid issues"

infinite wisdom

Human beings: Needs to make sense of everything :-P

 

Body speaks. Watch the reactions. Looks. Breathing. Scratching. These are the #1 signal of transformed, distorted or prejudiced information.

 

If you spot something that left the other side uncomfortable, dig it: It can break stuffs ahead. Make open questions.

infinite wisdom

Get to know yourself: What does trigger you?

• Work it out ;-P

 

 

infinite wisdom

• Not all negotiations are the same. Be sure to adapt to the situation & negotiator's reality. Do your homework.

 

• There's no best negotiation style. There's the more adequate.

 

• Remember and understand the context! A good negotiator morphs to the negotiation reality. Don't get attached to a single method.

the success

• Respected criteria?
• Non-negotiable kept?
• Objectives  met?
• Preserved relationship?

the success

• Respected criteria?
• Non-negotiable kept?
• Objectives  met?
• Preserved relationship?

\o/