1. Negotiation and Your Career Sally Schmall, MSW, SPHR Academy Coaching http://AcademyCoaching.com sallyschmall@academycoaching.com.

2. . Negotiations

3. We negotiate every day

4. We all have a style of negotiation CompetitiveCooperative

5. Negotiation styles Competitive A high initial demand Likelihood of impasse Cooperative Initiates granting concessions Vulnerability to exploitation

6. Both the competitive and cooperative strategies focus on the opposing “positions” Each negotiator attempts to achieve as many concessions from the other as possible.

7. INTEREST-BASED NEGOTIATION – HARVARD NEGOTIATION PROJECT It is a strategy largely based on problem- solving or integration The style is hard on the merits, soft on the people

8. Interest-based negotiation sets out to: Separate the people from the problem Focus on interests, not positions Generate a variety of possibilities before deciding what to do Insist that the result be based on some objective standard

9. SEPARATE THE PEOPLE FROM THE PROBLEM Perception Emotion Communication

10. Conversation starters “I value our relationship, and hope you know that my goal is to create a solution that doesn’t compromise our working relationship.”

11. FOCUS ON INTERESTS, NOT POSITIONS How to identify interests

12. Conversations starters “What do we think we really are trying to achieve?” “Who else needs to share this aim for this project to succeed?”

13. Talking About Interests Getting someone’s attention

14. Conversation starters “What would it take to ‘bury the hatchet’ enough to be open to a different relationship?”

15. INVENT OPTIONS FOR MUTUAL GAIN Broaden your options

16. Conversation starters “If you had to come up with different solutions what would be your preferred top 3?”

17. INSIST ON USING OBJECTIVE CRITERIA Deciding on the basis of will is costly

18. Conversation starters “How can we work together to identify sources of objective criteria before we discuss options?” –As an example, in negotiating to purchase a particular car, we would want to look at what that car sells for at other dealerships. –What do similar cars sell for? –What does the blue book (or red book if applicable) say the price should be? –What is the previous year’s model selling for?

19. "YES, but..." What if they are more powerful? –Know your BATNA (Best Alternative to Negotiated Agreement) –The better your BATNA, the greater your power –Consider the other side's BATNA

20. Summary Redefine “winning” Seek options and the solution will follow Learn from doing—practice, practice, practice