Page 100 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes II. Formation of team is yet another preparation that is required to be done from all relevant
discipline – technical process and legal experts, etc. A team only to be fielded, with full
power.
Preparation involves the management of internal dimension or managing the team, so
that everyone speaks the same language. A team generally consists of stabilizers, de-
stabilizes and principled or assertive negotiations and they are required to be managed to
behave as a cohesive team. Leader of the team must be acceptable to all and capable of
leading the team and negotiation.
III. Form core groups out of big team. Preparation also includes fixing the bottom-line of the
terms of settlements and working out final strategies to achieve them. But these strategies
must be flexible enough to accommodate reasonable demands of opposite side.
Preparation gives confidence during negotiation session. Therefore, these pre-negotiator
executes must be done.

4.19.2 Steps to Deal

Every important endeavour benefits from preparation. Negotiating is no different. People who
know what they want, what they are willing to settle for, and what the other side is all about
stand a better chance of negotiating a favourable deal for themselves, as the following example
makes clear.

For the negotiator, preparation means understanding one’s own position and interests, the
position and interests of the other party or parties, the issues at stake, and alternative solutions.
It means learning as much as possible about concepts introduced in the previous unit: your
BATNA and reservation price and those of the other parties, the zone within which an agreement
can be stuck, and opportunities to create more value. It also means understanding the people
with whom you’ll be dealing. We’ll explore these and other preparation issues through these
steps:
1. Consider what a good outcome would be for you and the other side.
2. Identify potential value creation opportunities.
3. Identify your BATNA and reservation price, and do the same for the other side.

4. Shore up your BATNA.
Tough negotiators are experts at recognizing this neediness in their adversaries, and
expert in creating it as well. Negotiators with giant corporations, in particular, will heighten
the expectations of their supplier adversaries, painting rosy, exaggerated scenarios for
mega-orders, joint ventures, global alliances, all for the purpose of building neediness on
the part of their adversary. Then, when the neediness is well-established, they lower the
boom with changes, exceptions, and demands for concessions.

5. Anticipate the Authority Issue
Conventional wisdom insists that the negotiator on the other side of the table must have
full authority. Otherwise, you will become risk falling victim like the old “car dealer”
trick, where just as you are about to reach agreement with the salesman, he says, “ I’ll have
to clear this with my manager.” In other words, the negotiation with the salesman is used
to bring you to your bottom line, the second negotiation, with the manager, aims to push
you beyond it.

6. Learn all you can about the other side’s people and culture, their goals, and how they have
framed the issue.

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