Negotiations: Criteria for Achievement Measuring PREPARATIONPREPARATION ACHIEVEMENTACHIEVEMENT TO CONDUCT OBSERVE

Некоторые обще- принятые показатели успеха в переговорах Some Common Measures of Success To achieve maximum concessions from another party To make other party to overstep its last line in negotiations Get the last cent out of the other party Remain equally dissatisfied To avoid conflict To make some deal whatsoever

Интересы часто лежат под поверхностью Желания Ценности Наблюдения Предположения Раны Потребности Убеждения Восприятие Заключения Позиции Interests are not always seen at the surface Wishes Values Observations Assumptions Wounds Demands Convictions Perception Conclusions Position

If “YES” If “NO” INTERESTS VARIANTS CRITERIA COMMUNICATION RELATIONSHIP COMMITMENTS ALTERNATIVES

Переговоры: Критерии успеха Negotiation: Criteria for Measuring Success Agreement or result achieved: 1. Better than our BAPA – the best ALTERNATIVE to potential agreement 2. Satisfies INTERESTS: INTERESTS  POSITIONS Our – good Their – at least, acceptable Others – at least, bearable 3.Does not leave any mutually profitable decisions: is one of the best VARIANTS among variety 4.Fair – parties consider the result to be rightful and reasonable with relation to objective CRITERIA 5.Provides well-planned, realistic and feasible OBLIGATIONS 6.Achieved by effective way – obvious efficient COMMUNICATION 7.Helps to establish good labor RELATIONS among parties

Руководство по переговорам Guidelines for Negotiation Clarify INTERESTS, not positions Ask “Why?”, “Why not?” Focus on mutual interests, study diverse interests Advert to CRITERIA and new ALTERNATIVES in the case of competitive interests Develop VARIANTS for achieving mutual benefit Divide processes of working up and taking decisions Develop possibilities by “brainstorming” – with no appraisals, obligations or ascribing ideas to particular people

Руководство по переговорам ( продолжение ) Guidelines for Negotiation (cont.) Use CRITERIA for better capabilities assessment Ask “Why is it fair?” Advert to fair procedures Use a test of “counter effect” (how do you feel in their place?) Undertake OBLIGATIONS in the end of the process First discuss, then take a decision – No obligations before comprehensive study of interests and variants Think over how as well as what Make them feel they are involved into a result by involving them into the process

Руководство по переговорам ( продолжение ) Guidelines for Negotiation (cont.) Determine your own B est A lternative to P otential A greement ( BAPA ) Assess their BAPA Assess feasibility of both BAPA Establish effective bilateral COMMUNICATION Listen carefully and ask questions Balance the support of interests and their studying Explain your views, explore their views Represent what you say taking into account what they will perceive

Руководство по переговорам ( продолжение ) Guidelines for Negotiation (cont.) Separate people from problems Deal with RELATIONSHIPS and a subject of negotiations in a form they require Attack a problem, not people Use humane methods when dealing with human problems

Rules for Negotiations 1. Consent is not a necessity; - Inwardly, make up a goal consisting of 7 elements. 2. Perform your role but don’t play it. 3. Keep your notes in secret. 4. Avoid making new strong arguments.