Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
41 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Common Negotiation Philosophies |
Win-Win (Integrative), Win-Lose (Distributive), Lose-Lose |
WWL |
|
|
People, Interests, Options, Criteria |
Principled Negotiations |
PIOC |
|
|
Principled Negotiations - People |
Separate people from the problem |
|
|
|
Principled Negotiations - Interests |
Focus on interests, not positions |
|
|
|
Principled Negotiations - Options |
Explore options for mutual gains and meet the interests of all parties |
|
|
|
Principled Negotiations - Criteria |
Results are based on some objective standard |
|
|
|
Negotiate price based on ___________________ standards. |
objective |
|
|
|
A ________________________ ______________ or a basis for comparison is known as a Standard. |
non-mandatory criterion |
|
|
|
An _____________________ __________________ is an unbiased and widely accepted minimum requirement. |
objective standard |
|
|
|
List the objective standards - MRDCPPEWE |
Market Value, Replacement Cost, Depreciated book value, Competitive prices, Precedent, Professional Standards, Efficiency, What a court would decide, Equal Treatment |
|
|
|
Negotiations - 6 Steps in Planning Phase |
Analyze other party's proposal (explore options), Establish your objectives, Formulate your positions, Assess other parties positions/strengths, Define & Organize the Issues, Develop your strategies & tactics |
A/P, E/O, F/P, A/S, D/O-I, D-S/T |
|
|
The fifth step in Negotiations Planning - Define & Organize the issues |
ID & Prioritize issues by type - unwilling/unable to comp, prefer not to comp, willing to significantly comp or give up |
UPG |
|
|
More on the 5th step of Negotiations Planning - Define & Organize the issues |
Consider scarcity of product or services. Resolve or mitigate scarcity BEFORE negotiations (where a lack of resources exists for both parties) |
|
|
|
Non-Price Issues of Definintg & Organizing the issues of the Planning Phase |
Identify non-price needs like: Technical requirements, data requirements, contract start date, delivery, options, furnished property |
TDSDOF |
|
|
Non-price issues |
Be careful. You can't compromise the competitive price. |
|
|
|
Non-price issues |
Assumptions: a conclusion that is drawn without affirmation from another source. |
|
|
|
Develop an Agenda |
Issues to be discussed, Participants, Meeting logistics, Consider seating, Assign notetaker and observe non-verbal behaviors, Give agenda to other party early |
I, P, ML, S, NO, G |
|
|
Ethics & Negotiations |
Bluff, don't Lie |
|
|
|
Ethics & Negotiations |
Reciprocity, Publicity, Trusted Friend, Universality, Legacy |
RPTUL |
|
|
Ethics & Negotiations: Reciprocity |
Would I want others to treat me or someone close to me this way? |
|
|
|
Ethics & Negotiations: Publicity |
Would I be comfortable if my actions were fully and fairly described in the newspaper? |
|
|
|
Ethics & Reciprocity: Trusted Friend |
Would I comfortable telling my best friend, spouse, or children what I am doing? |
|
|
|
Ethics & Reciprocity: Universality |
Would I advise anyone else in my situation to act this way? |
|
|
|
Ethics & Reciprocity: Legacy |
Does this action reflect how I want to be known and remembered? |
|
|
|
Estimates of price or value placed on the ____________ of a __________________ and a party's intentions as to an _____________________ ___________________ of a claim are ordinarily not taken as ______________________ of ________________ ___________. |
subject, transaction, acceptable statement, statements of material fact |
|
|
|
Both parties __________________________ their own power and ____________________________their counterpart's power |
underestimate, overestimate |
|
|
|
Power is |
relative, exists as it is perceived, is always changing |
|
|
|
Sources of negotiation power include: |
Preparation, Legitimacy, Laws & Regulations, Marketplace, Time, Organizational, Personal |
PLLMTOP |
|
|
Bargaining power lies in... |
finding mutual interests (Ice break), Notes, Dress (2-3), Keep quiet, Be ready to walk away as many times as needed |
MNDQW |
|
|
Understanding the value of keeping quiet |
don't raise their expectations, don't show how badly you want something |
|
|
|
Characteristics of a skilled negotiator |
Confident/Assertive, Plan creative solutions, Business Judgment, Tolerate conflict & ambiguity, Calm/Patient, Commit to mutual satisfaction, Open-minded listening, Serious with hint of humor, Skeptic, Diplomatic, Persuasive |
C/A, PCS, BJ, TCA, CP, CMS, OM, Sh, S, D, P |
|
|
Negotiation Strategies |
Use questions wisely, Anticipate compromise, solid Data, Silence, Avoid emotional reactions, Caucuses, pay attention to Timing, offer Alternatives |
Qw, AC, D, S, AE, C, T, A |
|
|
Active Listening |
Let other side talk, Don't jump to conclusions, Body language (both), Paraphrase/clarity, Don't think ahead of the speaker - you'll lose track, Keep emotions under control, Be open to new info and ideas, Don't interrupt, Don't argue, One issue at a time, If stuck/come back later, Follow 70/30 |
Talk, Conclusions, BL, Clarity, Don't think ahead, EC, OM, Don't interrupt, Don't argue, one-at-a-time, come back, 70/30 |
|
|
Gesture clusters |
3 |
|
|
|
Negotiation Don'ts |
Technical Leveling, Technical Transfusion, Auctioneering |
TTA |
|
|
Helping a vendor bring their proposal up to the level of other proposals through successive rounds of discussion |
Technical Leveling |
|
|
|
Disclosing technical information or approaches from a competitor's proposal |
Technical Transfusion |
|
|
|
Disclosing a competing vendor's cost/prices, indicating a specific price that must be met, advising a vendor of their standing in relation to others |
Auctioneering |
|
|
|
Overcoming Roadblocks |
Focus on interests, Defuse emotions, Not reacting, Change scope of risk sharing, change delivery schedule, change shape of money |
IENSDM |
|
|
BATNA |
Best alternative To a Negotiated Agreement |
helps you decide when to accept or reject an agreemt |
|
|
Deliberate deception, Psychological Warfare, Positional pressure |
Dirty Tactics |
|
