The Leading Edge - Summer 2008 - (Page 8)

cover continued from page 7 everyone getting a fair deal. Then there are many who just want to avoid being taken. While all her students want to learn how to negotiate better, their style often dictates what “better” means. “Shy, non-confrontational types often leave such educational experiences with newfound confidence in their abilities to negotiate win-wins and as a result, may gain the most,” she says. “They learn to use their empathy to win over other negotiators and to use this in combination with their newly developed advocacy ability to create value for all parties.” She says the more competitive people learn to perform better in those competitive-type negotiations. However, they sometimes find it hard to adopt a more collaborative style. But Donnellon says it’s not personal style that should dictate a negotiation strategy. “The situation should shape the approach one takes. In a one-time only negotiation, like a house or car purchase, most people find it easier and more efficient to focus on getting the best price. “In negotiations where price is only one consideration or when the relationship with the other negotiator is and will continue to be important, one must use a very different set of tactics to be successful.” She says that as people develop their negotiating skills, they’ll recognize their own predispositions or style and be able to differentiate that from the situational strategy. In ThE BIGGER pIE vIEW, nEGoTIAToRS ShARE MoRE InFoRMATIon AnD InCREASE ThE LEvEL oF TRuST. Ultimate goal in mind Camp says he thinks one of the greatest weaknesses in our society is that we see compromise as negotiation. “Give and take is not negotiation,” he says. A new company creates a product that costs $10 to make. The two partners ask each other how much it should be sold for in the marketplace. Partner A replies “$25,” while Partner B says “$40.” So the two compromise, splitting the difference and setting $32.50 as the price. That’s not negotiation, Camp says. True negotiation would involve identifying the market—going out and asking prospective customers what they would be willing to pay for the product. With that information, the two could negotiate a more proper price for the product and set themselves up for success. Another mistake negotiators make, according to executive coach Bailey, is that they get overly committed to their solution and stop being clear about what they want to achieve. He says negotiators must remember to be flexible in how they will reach their ultimate objectives. Be cool Arthur Pearlstein of the Werner Institute for Negotiation and Dispute Resolution at Creighton University created the “BE COOL” acronym for a quick lesson in negotiation. b e c o alance (respect for other party and self-respect; emotion and reason) xPerience (review your own knowledge and background and imagine what the other party is experiencing) get the negotiation done Bailey says negotiators should take the time to be really clear about what they hope to accomplish in the negotiation as well as what they are willing to accept. “In this way, you are prepared to articulate your wants and to respond to counter proposals,” he says. The most effective way to negotiate day to day is to listen—to employees, co-workers, vendors, etc. Understand their points of view and build trust with them so you also earn the right to ask them to hear you out, Bailey says. “Then articulate your point of view (objective and proposed solution) as clearly as you can. Look for points of agreement and disagreement,” he says. “Then look beneath the negotiating positions to understand the underlying needs and brainstorm alternative ways to meet the needs.” e oncentration (exhaustive preparation; clarity and focus; planning) bjectives (be clear about your goals—have high aspirations) Ptions (have alternatives in mind; brainstorm; generate options) istening (less time talking; ask lots of questions; let others make first offer in most situations) 0 l 8 VOLUME 8 n ISSUE 4 n SUMMEr 2008

Table of Contents Feed for the Digital Edition of The Leading Edge - Summer 2008

The Leading Edge - Summer 2008 Contents Better Negotiations Instant-Response World Leads to New Expectations for Voice Mail Bits & Pieces Top 10 Misconceptions of Doing Business in Cyprus In a Nutshell: Q&A The Leading Edge Alliance

The Leading Edge - Summer 2008

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