Negotiating Skills Agenda

Июль 30, 2022

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Negotiating Skills Agenda

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2. Negotiations Mixer TASK: In your teams of 3 (or 4), negotiate with your partners to decide
3. Next time I suggest you try “Win-Win” Negotiating”
4. Negotiating Challenges for a PM Trade-offs between Scope, Time, Costs, and Quality “Build or buy” decisions
5. The Pre-Negotiation Planning Phase Decide if Subject Matter Expert involvement required Research options/issues and precedence's Understand
6. Some Negotiating lessons are tough to take...
7. Understanding Key Motivators Think back to the last time you were blindsided by an unexpected motivator.
8. Handling Emotions Emotional Challenges Anger/exasperation Insulted Guilt False flattery Recommended Response Allow venting. Probe for why
9. Negotiating around Fixed Positions Probe for the beliefs and goals behind the fixed position. Example of
10. Practice Win-Win Negotiations Establish rapport and common goals Probe for understanding of beliefs, goals, win-win options,
11. Negotiation Resources Books: “Human Resources Skills for the Project Manager” Vijay Virma “Principles of Project Management”
12. Exercises Form into teams of 3 (4 if necessary). Negotiations for a scarce resource The person
13. Analysis of Exercise 1 Susan’s Manager’s: Who felt things went very well? Why? Observers: Lead a
14. Exercise #2 Roles. PM from the previous exercise becomes Anne, a 15 year old girl. The
15. Analysis of Exercise 2 Anne(s): Who felt things went very well? Why? Observers: Lead a constructive
16. Exercise #3 Change roles. Anne becomes the Observer. The parent becomes a driver who’s car has
17. Analysis of Exercise 3 Mechanics: Who felt things went very well? Why? Observers: Lead a constructive
18. Exercise #4 Rotate the negotiator role to be the proud owner of a new sports car.
19. Analysis of Exercise 4 Good Friends: Who felt things went very well? Why? Observers: Lead a
20. Other Know who will be in attendance, and their issues If you can, minimize the number
21. Know Your Hot Buttons Exercise: List the last 3 times you felt someone pressed your “Hot
22. Handling of Alternatives Being Proactive with Alternatives can: Help position the recommended solution Reduce wheel spinning
23. Common Negotiating Mistakes Preparation/anticipation and listening are key! Weak knowledge of key motivators Poor handling of
24. Timing Factors Minimize spontaneous (unprepared) negotiations Watch for “bad” times to avoid (or finish by) Seek
25. Location Factors Seek a site conducive to negotiating: Free from interruptions/distractions/noise Comfortable (seating, temperature, lighting, etc)
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Слайд 2

Negotiations Mixer
TASK: In your teams of 3 (or 4), negotiate with

your partners to decide how you would divide this $10 among you.
Once you have agreement, all 3 of you stand up.
Anyone not assigned to a team?
You have 60 seconds to negotiate. Are you ready to begin?
Go!
Who reached a win-win agreement in 45 seconds?
What made this a difficult task?

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Next time I suggest you try “Win-Win” Negotiating”

Слайд 4

Negotiating Challenges for a PM
Trade-offs between Scope, Time, Costs, and Quality
“Build

or buy” decisions
Change Management
Resource prioritizations
Catch-up and Overtime needs
Contract overuns
Budget cuts
Vendor Selection
Bonuses and pay scales
Work Space and equipment
Risk Management strategies
Family and Friends
Other!
What do you consider to be your toughest challenge?

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The Pre-Negotiation Planning Phase
Decide if Subject Matter Expert involvement required
Research options/issues

and precedence's
Understand the motivators of affected stakeholders
Know impact of each option (time, cost, quality, scope)
Risk/opportunity assessments
Timing issues (urgency, best time to meet, etc)
Summarize pros and cons
Cultural considerations (people and Enterprise)
Formulate strategy based on knowledge of the stakeholders
Pre-meeting info dissemination
Invite appropriate empowered representatives
Set conducive agenda, facilities, timeslot, and refreshments
Plan for timely post negotiation action
Plan for analysis of “lessons learned” after negotiating

Слайд 6

Some Negotiating lessons are tough to take...

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Understanding Key Motivators
Think back to the last time you were blindsided

by an unexpected motivator. What was it?
Typical tangible motivators:
Fiscal impacts (Enterprise & for their own or department)
Workload/Overtime/training/vacation impact
Contractual/Organizational issues, etc
Less Tangible:
Desire to be heard and have their needs acknowledged
Desire to save face/look good in the eyes of others
Resistance to change (fear of unknown/untried)
Desire to satisfy their own or bosses hidden agenda
Biases, dislikes, ethnic customs, political alliances, etc
Emotional (and why should they trust you?)
TIP: Learn to read body language

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Handling Emotions
Emotional Challenges
Anger/exasperation
Insulted
Guilt
False flattery
Recommended Response
Allow venting. Probe for why
What wouldn’t be

insulting?
Focus on issues
Re-focus

Tips:
Don’t lose your cool (remember the swan!).
Try to defuse with acknowledgement, empathy, patience, impartiality.
Consider dealing with less emotional issues first
Know your own “Hot Buttons”
Practice (consider Toastmasters, etc)

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Negotiating around Fixed Positions
Probe for the beliefs and goals behind the

fixed position.
Example of a fixed position:
“I will not agree to outsource, regardless of savings”
Surface goal: “Not to be burned the way we were 5 years ago”
Underlying belief: “Work is controllable if we do it in-house”
Underlying goals: To have control, stability, minimum risk, and not have to lay-off anyone.
Underlying realities: Managing this work in-house is a costly pain, and not our core skill. These people can be redeployed on urgent backlog.
Now you have the basis for analysis of alternatives, risks, contingencies, develop pros and cons, then negotiate!

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Practice Win-Win Negotiations
Establish rapport and common goals
Probe for understanding of

beliefs, goals, win-win options, and hidden stakeholder motivators
Paraphrase for confirmation/affirmation
Analyse outcomes and risks
Summarize what was agreed on, and next steps (even if these are only “baby steps”)
Tips:
If stalled, back up to a fundamental that you can agree on (e.g. “We both want to make this a profitable venture”)
Build on this common ground (recycle if necessary)
Avoid emotional responses (even if insulted)
Consider interim options (or postponement) if undesirable outcome is imminent or key information is missing.

Слайд 11

Negotiation Resources
Books:
“Human Resources Skills for the Project Manager” Vijay Virma
“Principles of

Project Management” John R Adams
“The Power of Nice” Ronald Shapiro
“Swim with the Sharks Without Being Eaten Alive” Harvey Mackay
“Getting Ready to Negotiate: The Getting to Yes Workbook” Roger Fisher and Danny Ertel
“Negotiating Skills for Dummies” Michael and Mimi Donaldson
Web Sites:
http://www.maxwidman.com/papers/negotiating
http://www.gantthead.com/Gantthead/JPACE/justifypages/1,1457,61,00.html
Info on Toastmasters International
http://www.toastmasters60.org/
http://www.toastmasters60.org/
More Info and De-Risking Projects:
Contact me at bill.chadwick@sympatico.ca

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Exercises
Form into teams of 3 (4 if necessary).
Negotiations for

a scarce resource
The person who’s birthday occurs earliest in the year plays the role of the Negotiating PM. Next birthday is Susan’s Manager. The third (and fourth?) persons are Observers who note use/abuse of “win-win” techniques.
Background:
The Negotiating PM has a Programmer off sick, and wants to negotiate two weeks of Susan’s time to work on the Company’s most important project immediately, because Susan is the best programmer, and knows the tasks. Delays may affect everyone’s bonus.
Susan’s Manager is concerned the loss of Susan will mean she will not be able to complete tasks on another project their department is committed to deliver (requiring one week of work in the next 3 weeks), because the Negotiating PM has a reputation of over-utilizing resources (and padding their schedule contingency). Other commitments will also need juggling.
Time: 3 minutes

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Analysis of Exercise 1
Susan’s Manager’s: Who felt things went very well?

Why?
Observers: Lead a constructive discussion within your team on the “win-win” techniques (2 minutes).
Established rapport and common goals?
Probed for understanding of beliefs, goals, win-win options, and hidden stakeholder motivators?
Paraphrased for confirmation/affirmation?
Analysed outcomes and risks?
Summarized what was agreed on, and next steps?
If stalled, returned to a fundamental that was agree on?
Built on this common ground?
Avoided emotional responses (even if insulted)?
Considered interim options (or postponement) if undesirable outcome was imminent, or key info missing?

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Exercise #2
Roles. PM from the previous exercise becomes Anne, a 15

year old girl. The Observer becomes Anne’s parent. Others are Observers to record use/abuse of “win/win” techniques.
Background: Anne is calling home from a payphone on Hwy 401 to tell her parent she is hitch-hiking to Hollywood to be a movie star. She has no money, is a little afraid, and secretly wants to go to drama school. The parent is worried about Anne being out after curfew. Parent picks up the ‘phone, and has 3 minutes to effect a “win-win” approach before the payphone times out.

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Analysis of Exercise 2
Anne(s): Who felt things went very well? Why?
Observers:

Lead a constructive discussion within your team on the “win-win” techniques (2 minutes).
Established rapport and common goals?
Probed for understanding of beliefs, goals, win-win options, and hidden stakeholder motivators?
Paraphrased for confirmation/affirmation?
Analysed outcomes and risks?
Summarized what was agreed on, and next steps?
If stalled, returned to a fundamental that was agree on?
Built on this common ground?
Avoided emotional responses (even if insulted)?
Considered interim options (or postponement) if undesirable outcome was imminent or key information is missing?

Слайд 16

Exercise #3
Change roles. Anne becomes the Observer. The parent becomes a

driver who’s car has broken down at a garage 2 hours away from Toronto. The last person becomes the head mechanic at the garage.
Background: You have to be in Toronto for an important meeting in 4 hours. The mechanic estimates it will take an hour to fix your car, but there are several local clients already expecting their cars to be fixed this morning. The mechanic wants your business, but does not want to let down any of the regular clients.
Time: 3 minutes

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Analysis of Exercise 3
Mechanics: Who felt things went very well? Why?
Observers:

Слайд 18

Exercise #4
Rotate the negotiator role to be the proud owner of

a new sports car. Select someone to be a good friend wants to borrow the car on Saturday.
Background: The Negotiator is not using the car this weekend, but is concerned the good friend is a fast driver. The friend is generous, and has done you several favours for the Negotiator, including a recent birthday gift.
Time: 3 minutes

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Analysis of Exercise 4
Good Friends: Who felt things went very well?

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Other

Know who will be in attendance, and their issues
If you

can, minimize the number of people
(especially negative parties who are not essential)
Encourage capable advocates to attend
Make notes prior, and during
Other Websites
ConflictNet www.lgc.apc.org
DiploNet www.clark.net/pub.diplonet/diplonet.html
Negotiation Simulations www.bsos.umd.edu/icons/icons.html
Spousal www.webcom.com/pleasant.sarah.marriage/marriage/html
Peacemakers http://spider.lloyd.com/~fdelmer/
Harvard Law www.harvard.edu/vine/providers/program_on_negotiation/
Conflict http://info.rutgers.edu/RUSLN/cdispres.html
Peace Institute http://witloof.sjsu.edu/peace/conflict.html

Слайд 21

Know Your Hot Buttons
Exercise: List the last 3 times you felt

someone pressed your “Hot Button”.

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Handling of Alternatives
Being Proactive with Alternatives can:
Help position

the recommended solution
Reduce wheel spinning
Speed decision making
Increase Executive appeal and credibility
But there are dangers advancing alternatives…
If alternatives are premature or not well considered
If intangible motivators not satisfied
Trust not established
Tip:
maximize advanced dialogue with key interest groups
(except where prohibited).

Слайд 23

Common Negotiating Mistakes
Preparation/anticipation and listening are key!
Weak knowledge of key motivators
Poor

handling of Alternatives
Failure to fully acknowledge the concerns of others
Impatience/ Poor timing
Allowing emotions to escalate
Negotiating with the un-empowered
Poor close

Слайд 24

Timing Factors
Minimize spontaneous (unprepared) negotiations
Watch for “bad” times to

avoid (or finish by)
Seek an adequate time slot
Take the time to establish rapport/icebreak
Establish common goals and understandings
Know when to be silent ( hit the “pause button”)
Know when to close
Know the effect of a delayed vs expedient decision
Be prepared to adjourn if antagonism can’t be defused or more research is required
Allow sufficient time for advanced review of key material by involved stakeholders

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Location Factors
Seek a site conducive to negotiating:
Free from interruptions/distractions/noise
Comfortable (seating, temperature,

lighting, etc)
Appropriately equipped (flip chart? Table space?)
Non-threatening (equitable seats, etc)
Culturally appropriate
Calming (soft tones, possibly carpeted)
Light refreshments (“breaking bread” together can be a clincher)

Negotiating Skills Agenda

Содержание

Negotiations MixerTASK: In your teams of 3 (or 4), negotiate with

Next time I suggest you try “Win-Win” Negotiating”

Negotiating Challenges for a PMTrade-offs between Scope, Time, Costs, and Quality“Build

The Pre-Negotiation Planning PhaseDecide if Subject Matter Expert involvement requiredResearch options/issues

Some Negotiating lessons are tough to take...

Understanding Key MotivatorsThink back to the last time you were blindsided

Handling EmotionsEmotional ChallengesAnger/exasperationInsultedGuiltFalse flatteryRecommended ResponseAllow venting. Probe for whyWhat wouldn’t be

Negotiating around Fixed PositionsProbe for the beliefs and goals behind the

Practice Win-Win Negotiations Establish rapport and common goalsProbe for understanding of

Negotiation ResourcesBooks:“Human Resources Skills for the Project Manager” Vijay Virma“Principles of

Exercises Form into teams of 3 (4 if necessary). Negotiations for

Analysis of Exercise 1Susan’s Manager’s: Who felt things went very well?

Exercise #2Roles. PM from the previous exercise becomes Anne, a 15

Analysis of Exercise 2Anne(s): Who felt things went very well? Why?Observers:

Exercise #3Change roles. Anne becomes the Observer. The parent becomes a

Analysis of Exercise 3Mechanics: Who felt things went very well? Why?Observers:

Exercise #4Rotate the negotiator role to be the proud owner of

Analysis of Exercise 4Good Friends: Who felt things went very well?

Other Know who will be in attendance, and their issuesIf you

Know Your Hot ButtonsExercise: List the last 3 times you felt

Handling of Alternatives Being Proactive with Alternatives can: Help position

Common Negotiating MistakesPreparation/anticipation and listening are key!Weak knowledge of key motivatorsPoor

Timing Factors Minimize spontaneous (unprepared) negotiations Watch for “bad” times to

Location FactorsSeek a site conducive to negotiating:Free from interruptions/distractions/noiseComfortable (seating, temperature,

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