Introduction to Consultationand Negotiation Skills

OBJECTIVES

Outline the difference between consultation, negotiationand joint problem solving

Examine the benefits of consultation

Understand negotiation theory and basic negotiationskills

Appreciate the difference between position based andinterest based bargaining

Understand the different stages of negotiation

Appreciate how Individual behaviours impact on thenegotiating process.

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Knowing the Boundaries

What types of issue might you be consulted on inyour organisation?

What types of issue might you negotiate on in yourorganisation?

What problems are caused in differentiating betweenconsultation and negotiation? .

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Consultation

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Definition: Consultation

The process by which management and

employees/ representatives jointly examine

and discuss issues of mutual concern.

Involves seeking acceptable solutions to

problems through genuine exchange of views

and information whilst management reserve the

right to make decisions.

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Benefits of Consultation

Promotes employee involvement

Fosters employee and management co-operation

Uses combined knowledge of those affected

Leads to better quality decision making

Potential problems are addressed at early stages

Clarifies each others' position

Smooth and effective Implementation of change

Improves morale and organisational effectiveness.

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Joint Problem Solving

Enables management and employees/representatives to identify, tackle andresolve issues together. Understanding ofand commitment to outcomes achievedthrough consensus decision making.

Solves problems on the basis that elements of theoutcomes may need to be negotiated

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Consensus

I believe you understand my point of view and Iunderstand yours.

Whether or not I prefer this decision I support itbecause:

- It was reached fairly- It is the best decision for us at the time.

A group reaches consensus when all membersagree upon a solution and can honestly say:

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Or…

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Negotiation

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Negotiation

The process of bargaining to reach a deal.

Implies acceptance by both parties thatagreement between them is required (or is

desirable) before a decision can beimplemented.

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Negotiation

Both parties must have some level of commitment to doa deal.

Both parties must have the authority and will to vary theterms.

IS THE PROCESS OF BARGAINING TOREACH A DEAL

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Negotiation

A broad appreciation of the principle bargainingtheories

An understanding of the different stages of negotiation

An awareness of how individual behaviours impact onthe negotiating process.

To Negotiate all parties must have:

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Negotiating Theories

Keep InformationDisclose Information

Position Based Interest Based

TraditionalPrincipled

WIN/ LOSEWIN / WIN

Distributive BargainingIntegrative Bargaining

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The Stages of Negotiation

Preparation

Opening moves

Middle game

End game

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Preparation

Objective Strategy Research Clarify your needs Anticipate 'their' needs Assign team roles Consider Informal discussions Disclose Information

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Prepare Your Strategy

IdealRealisticFallback

Area for movement

FallbackRealisticIdeal

Your objectives

Employer’s objectives

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Prioritise your ‘Tradeables’

List all the objectives you want to achieve or would liketo achieve

Priority rank the list from both parties points of viewwill help to identify areas where negotiations will bemost difficult, and concessions most hard to win

and

issues where there is scope for mutually beneficialtrades.

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Opening Moves

Establish credibility of your own position

Explain motives

Develop common ground and shared values

Question, probe and listen

Summarise and clarify

Stress benefits of reaching an agreement

Deal with the other side's concerns.

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Middle Game

Make proposals ........ what if?

Can you package the proposals differently?

Signal willingness to consider/agree to proposals

Respond to the other side's signals

Assess what is on offer

Link and inter-relate issues "If .....then"

Have different options/ideas available.

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End Game

Look for opportunities to close the deal

Be aware of the need to save face

Put agreements in writing

- when effective from?- effective for what period of time ?- who should be informed/ by when and by what means?

Review team performance.

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Behaviours

Positive and NegativeBehaviours

in Negotiation

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Negotiators should:

Identifying interests Entrenched positions

Focusing on the problem Personalising

Looking for clues Threats

Challenging Sarcasm

Summarising Talking too much

Listening Scoring points

Questioning Interrupting

PracticeAvoid

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Types of Negotiator

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Rambo

The goal is victoryand will pursue itruthlessly - notinterested in 'people'effect

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Types of Negotiator

Soft Touch

People oriented - willmake offers/yield topressure

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Types of Negotiator

Top-Blower

Frequently losestemper and threatensor does walk out

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Types of Negotiator

Long Pauser

A tactic designedto get other sideto reveal more

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Types of Negotiator

Interrogator

Uses constantinterrogationtechniquesdesigned to makeother side feel hasnot preparedproperly

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Types of Negotiator

Lecturer

Loves the sound ofown voice -pontificates, fails tolisten to what otherside is saying

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Negotiating Tactics

Token concessions

Speak to the silent

Suggest incomplete brief

Wildman / Statesman

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Negotiation Procedure

Process

Timescale

Stages

Conciliation And Arbitration

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Informal discussions

Informal discussion can be dangerous ifconfidentialities are not honoured.

Can lead to accusations of underhanddealing.

Exposing fall-back position can lead to thefall-back position being taken as read.

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Planning and preparation

Consider venue, facilities,refreshments, break-out rooms, etc

Explain background to proposalbefore stating position. This buildsthe case rather than stating aposition that has to then be justified.

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Two parties both want an orange:

• Dig beneath their positions to find out whythey want it.

• Identify interests to achieve a win-winsituation.

• Discovered that one part wants the juice andthe other wants the rind for a cake

• Problem solved – the orange can be shared.

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REMEMBER: PERSONALITIES AND ATTITUDES CAN CREATEOR DESTROY A GOOD WORKING ENVIRONMENT