Principled Negotiation is a fundamentally different approach
to negotiation that emphasizes turning face-to-face confrontation
into side-by-side problem solving.
The method was first set out in "Getting to Yes" by
Roger Fisher and William Ury, founders of the Harvard Negotiation
Project, and developed in Paris by the European Negotiation
Center.
Principled Negotiation is a proven method for producing agreements
that are fair, durable and efficient, in terms of both time
and resources. These negotiations can range from day to day
encounters to major financial contracts.
OBJECTIVES
Through the simultaneous practice for Principled Negotiation
Techniques and an appropriate English usage, the participants
will :
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Carry out a diagnosis
of their own negotiating style
Practice using the basic tools and techniques of Principled
Negotiation
Develop an effective negotiation strategy and reference chart
Learn to invent options for mutual gains
Develop a greater awareness of cross-cultural differences in
attitude and behaviour
PROGRAM
1 Selecting of a negotiation
strategy :
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What are the Seven-Points
framework for the Principled Negotiator ?
How to prepare systematically and remain flexible ?
2 Effective
Negotiation Processes :
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Which techniques help
to advance the negotiation ?
What sort of behaviour / attitudes block or slow down the negotiation
?
Effect of threats ? How to convey the same message without destroying
the relationship ?
Why fix objectives before entering the negotiation, and how
?
Characteristics of a "good" negotiator and criteria
of a "good" negotiation
3 "Positional
Bargaining" - Advantages and disadvantages :
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What effects on the
working relationship ? How to avoid destroying the relationship
?
Should you reveal your interests ?
How to progress beyond the stereotype views of negotiations
as a win-lose situation ?
4 Enlarging
the pie for various parties :
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What are the conditions
for creating a Mutual Gains Approach in relations both within
the organization and externally ?
What sort of differencies can actually faster the introduction
of options for mutual gains ?
How to reconcile differences ?
5 Developing
a favourable climate for exchange :
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Talk in terms of "me",
not "you"
Recognize and admit faults
Establish standards and procedures to which both parties can
agree
Acknowledge differences in perception
Present options from the other party's point of view
Brainstorm "active listening"
Look beking opposing positions for shared, instead of conflicting
interests
Insist on using objective criteria
6 Alternatives
to a negotiated agreement :
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Negotiating from a weak
position
How to modify the balance of power ?
Why avoid the classic approach of minimum / maximum offers ?
Do we always have alternatives ?
If not, how to avoid reaching unsatisfactory agreements ?
7 What
if they use dirty tricks :
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Recognizing the different
types of dirty tactics
Responding to positional pressure tactics
Negotiate or renegotiate the rules of the game
Dealing with a though negotiator
Responding to personal attacks and agressive behaviour
Separating the people from the problem
