Ncoa Mod 1- C Negotiation

Front 1

Negotiations

Back 1

A communication process involving two or more people/groups where:

-The parties have a degree of difference in positions, interests, goals, values or beliefs

-The party strive to reach an agreement on issues or course of action

Front 2

Trust, Information, Power, and Options (TIPO) Model

Back 2

Identifies how trust influences your use of information and how power affects the way you develop options or solutions to solve or resolve the current problem, conflict, or situation.

Front 3

Food for Thought

Back 3

Within each negotiation are variables that influence the outcome of your efforts. They are trust, information, power, and ultimately the available options.

Front 4

Trust

Back 4

The foundation of relationship with others in faith in a system.

Trust in a Person

Trust in a Process

Front 5

Trust in a Person

Back 5

Personal trust stands alone. It’s not reliant on any institution or third-party. Personal trust can be assumed or it can be earned through proving oneself to be trustworthy and actions and in words.

Front 6

Trust in a Process

Back 6

When you have faith in a governing institution and believe that it is supports your negotiations. Processes promote outcomes that it was justified (fair and impartial), legal, ethically acceptable, and also satisfy the interest of both negotiators.

Front 7

Power

Back 7

In a negotiation you can apply “power over “or “power with“ your opposite.

“Power over” is used to gain an advantage.

“Power with” improves the opportunity for mutually satisfied outcome for all negotiators involved.

Front 8

Position Powers

Back 8

Provide you the authority to make decisions, requests, and issue lawful orders based on your position. Coercive, reward, connection, and legitimate.

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Coercive

Back 9

The leaders perceived ability to provide sanctions, punishments, or consequences for not performing.

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Reward

Back 10

Deals with the leaders perceived ability to provide rewards and incentives that people like.

Front 11

Connection

Back 11

Pertains to who you know. This can erode if you use it as a primary source of influence.

Front 12

Legitimate

Back 12

This is based on one’s rank, position, or level of authority.

Front 13

Personal Powers

Back 13

Based largely on leadership traits.

Referent, Information, and Expert

Front 14

Referent (Charisma)

Back 14

This power affords the opportunity to encourage, motivate, and inspire others.

Front 15

Information

Back 15

Access to secure data systems, leadership meetings, briefings, even gossip, increases this power base.

Front 16

Expert

Back 16

It suggest that you gain power in the ability to influence through your education, experience, and job knowledge.

Front 17

Options

Back 17

Different ways to potentially solve the problem. Option building requires two elements:

1. Defined the problem that needs solving.

2. Identify possible resources that may be available.

Front 18

Food for Thought

Back 18

During negotiation the TIPO model is important but it is also important to assess who we are dealing with, know what is at stake, and no the criticality of the current situation.

Front 19

Who are you dealing with?

Back 19

Understanding who we are dealing with and the importance of the relationship can help us decide the best negotiation strategy to use

Front 20

What are the stakes?

Back 20

This is considered what you stand (or are willing) to lose if negotiations go awry. If the issue is unimportant (the stakes are low), you can evade or complying with the other party. Evading maybe the right choice at first in order to allow to gather enough information to better understand the issue and to consider all options.

Front 21

What is the situation?

Back 21

During negotiation determine if the situation is an emergency, if the situation has long-term goals or if both parties are not willing to negotiate at this time.

Front 22

Negotiations Strategy Chart

Back 22

Using the NSC you can determine if your approach is Task oriented or People oriented which form the negotiation framework.

Front 23

Task orientation

Back 23

High task orientation means we are very motivated to resolve the problem or respond to a critical situation. Low task orientations means we do not wish to (or need to) resolve the situation at this time.

Front 24

People orientation

Back 24

Centers on the relationship that exist between the individuals or groups involved. Developing or maintaining a relationship is more important than the task at hand.

Front 25

NSC Comply Strategy

Back 25

Reflects low interest in task orientation high interest in people orientation. It is a passive strategy use when preservation of the relationship between you and the other party is more important than the task.

Front 26

NSC Evade Strategy

Back 26

Reflects low interest in people orientation or task orientation. The negotiator seeks to avoid engagements or negotiations.

Front 27

NSC Insists Strategy

Back 27

Reflects low interest in people orientation, but high interest in task orientation. This is a assertive winner-takes-all strategy.

Front 28

NSC Settle Strategy

Back 28

This is use when task and people orientation or similar or equal and there is a desire to develop a compromising solution. Used when there is little chance of getting everything you want but a solution is necessary.

Front 29

Cooperative Negotiations Strategy (CNS)

Back 29

Reflects high interest in people and task orientation. This strategy depends heavily on each parties collaborative efforts and desire to achieve a mutually satisfactory outcome.

Front 30

5-Step CNS Process

Back 30

Position, Interest, BATNA, Brainstorming, Solution

Front 31

Position -Planning

Back 31

Think about “what do you want“ an estimate what you think you’re counter part’s position maybe.

Front 32

Interest -Planning

Back 32

Assess the position. Why do you need the position in step one?

Front 33

BATNA (Best Alternative to a Negotiated Agreement) -Planning

Back 33

Determine your BATNA and what motivates you to engage in negotiations and estimate your counterparts BATNA now.

Front 34

Brainstorming-Execution

Back 34

Suspend judgment and develop a list of ideas and/or option proposals.

Front 35

Solution – Execution

Back 35

In this final step the best idea from all of those present it is selected by all negotiating parties.

Front 36

Readiness

Back 36

The capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute.

Front 37

Examine your Readiness

Back 37

Ask-

Are these issues negotiable

Am I willing to make compromise and give things up

Do I want to resolve these issues equally

Am I willing to work to keep the channels of communication open

Front 38

Ripeness

Back 38

Ensuring that the timing is right for successful negotiations

Front 39

Examine your Ripeness

Back 39

Do all parties know their alternatives to a negotiated settlement

Are the issues negotiable

Front 40

Food for Thought

Back 40

The aspiration point is the best outcome each negotiator hope to achieve from a negotiated agreement.

Front 41

Categories of Negotiations

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Distributive and Intergrative

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Distributive

Back 42

Negotiations are usually over a single-issue and considered win-lose. Associations does tend to use hardball tactics.

Front 43

Hardball Tactics

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Good cop/bad cop, highball/lowball, exploding offer, lying, intimidation/aggressive behavior, nibble, and snow job.

Front 44

Integrative

Back 44

This category doesn’t see resources use necessarily fixed and should be approach as a win win situation.