The art of negotiating is not something reserved for mediators' lawyers or used car salesmen. We bargain, we make deals, and work things out every day of our lives. Becoming adept at negotiating our way through situation is something most of us aspire to because by doing so we'll achieve more favourable outcomes.
The Negotiating Styles Profile Facilitator Guide explores the special communication behaviours or styles that are used during the negotiation process. It is by understanding these styles that we are more likely to achieve the negotiation goals we set for ourselves.
We use negotiating skills to:
• Bargain on the price of a product
• Settle differences in a dispute situation
• Finalise a formal or informal contract
• Agree on a goal or an outcome to shoot for or work toward
• Arrive at comfortable terms for collaborative work or to cooperate with others
All of these negotiating situations have on thing in common: Two or more people must communicate with one another if they are to reach a DEAL or compromise. Negotiation is a special kind of communication, because it requires us to use a number of tactics and methods for communicating that are not usually part of normal everyday conversation or discussion.
• Conducting a Workshop or Seminar
This guide contains useful explanations and discussion ideas for anyone making a presentation or conducting a workshop.
• Administering the Assessment
The questionnaire is designed as a self-scoring instrument. The instrument should in most cases be completed ahead of any seminar, workshop, or training event so there is plenty time for careful personal reflection. Otherwise allow 15-20 minutes for completing the assessment.
• The Negotiating Styles Model
The four styles are described iin summary form.
• Clarifying Your Objectives
Includes the simple negotiation goals template.
• Assessing the Other Party's Needs
Always anticipate what the other party is thinking or wants.
• Separating Major Issues from Minor Issues
In most negotiations, you will have to priritise goals and identify a few that are of disproportionate significance.
• Determining Your Opening Strategy
Even if it is clear that any negotiation requires some flexibilty, you can only move if you have room to do so.
• Building Bridges of Rapport
While in the pleasant and comfortable rapport-building stage, you can smoothly transition to a Negotiation discussion.
• 'Trading' Concessions
Most negotiations are not cut and dry; the parties nust try to prioritise what they want and try to guess what the other party wants in return.
• Reading and Using Negotiating Ploys
Contains examples of hidden or more subtle meanings behind the words.
• Confirming Your Understanding
It is imperative that you confirm the deal that both parties think they have struck.
• Personal Action Planning Includes Contract for Change Form to record their personal action plan.
Also includes a sample copy of the Negotiating Styles Profile participant activity.