Introduction to Consultation and Negotiation Skills

OBJECTIVES:OBJECTIVES:

To outline the difference between consultation, negotiation and joint problem solving

To Examine the benefits of consultation

To understand negotiation theory and basic negotiation skills

To appreciate the difference between position based and interest based bargaining

To understand the different stages of negotiation

To appreciate how Individual behaviours impact on the negotiating process.

Knowing the BoundariesKnowing the Boundaries

What types of issue might you be consulted on in your organisation?

What types of issue might you negotiate on in your organisation?

What problems are caused in differentiating between consultation and negotiation?

Session 1CONSULTATION

Session 1CONSULTATION

The Definition: ConsultationThe 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.

Benefits of ConsultationBenefits 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.

Joint Problem SolvingJoint Problem Solving

Enables management and employees/ representatives to identify, tackle

and resolve issues together. Understanding of and commitment to

outcomes achieved through consensus decision making.

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

ConsensusConsensus

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

Whether or not I prefer this decision I support it because:- It was reached fairly- It is the best decision for us at the time.

A group reaches consensus when all members agree upon a

solution and can honestly say:

A group reaches consensus when all members agree upon a

solution and can honestly say:

Or…Or…

A group doesn’t reach a consensus when all members can’t

agree upon a solution and can honestly say:

A group doesn’t reach a consensus when all members can’t

agree upon a solution and can honestly say:

Session 2:NegotiationSession 2:

Negotiation

NegotiationNegotiation

The process of bargaining to reach a deal.

Implies acceptance by both parties that agreement between them is required (or is desirable) before a decision can be implemented.

Both parties must have some level of commitment to do a deal.

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

Both parties must have some level of commitment to do a deal.

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

A broad appreciation of the principle bargaining theories

An understanding of the different stages of negotiation

An awareness of how individual behaviours impact on the negotiating process.

To Negotiate all parties must have:

To Negotiate all parties must have:

Negotiating TheoriesNegotiating Theories

Integrative Bargaining Distributive Bargaining

WIN / WIN WIN/ LOSE

Principled Traditional

Interest Based Position Based

Disclose Information Keep Information

The Stages of NegotiationThe Stages of Negotiation

1. Preparation

2. Opening moves

3. Middle game

4. End game

PreparationPreparation

1. Decide your Objectives

2. Decide the Strategy

3. Research the Subject

4. Clarify your needs

5. Anticipate 'their' needs

6. Assign team roles

7. Carefully consider any requests for informal

discussions

Prepare Your StrategyPrepare Your Strategy

Ideal Realistic Fallback

Area for movement

Fallback Realistic Ideal

Employees Objectives

Employer’s objectives

Prioritise your ‘Tradeables’Prioritise your ‘Tradeables’

1. List all the objectives you want to achieve or would like to achieve

2. Priority rank the list from both parties points of view will help to identify areas where negotiations will be most difficult, and concessions most hard to win

and

3. Priority rank the issues where there is scope for mutually beneficial trades.

Opening MovesOpening Moves

Establish credibility of your own position

Develop common ground and shared values

Question, probe and listen

Summarise and clarify

Stress benefits of reaching an agreement

The Middle GameThe Middle Game

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

Can you package the proposals differently?

Signal a willingness to consider/agree to proposals

Consider the other side's subliminal signals

Assess what is on offer

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

Have different options/ideas available.

End GameEnd 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 the team’s performance.

Positive and Negative Behaviours in Negotiation

Negotiators should:Negotiators should:

Avoid Practice

Interrupting Questioning

Scoring points Listening

Talking too much Summarising

Sarcasm Challenging

Threats Looking for clues

Personalising Focusing on the problem

Entrenched positions Identifying interests

Types of Negotiator

–

The goal is victory and will pursue it ruthlessly - not interested in 'people' effect

The ‘Rambo’The ‘Rambo’

People oriented - will make offers, or yield to pressure

The Soft TouchThe Soft Touch

Frequently loses temper and threatens or does walk out

The Top-BlowerThe Top-Blower

A tactic designed to get other side to reveal more

The Long PauserThe Long Pauser

Uses constant interrogation techniques designed to make other side feel has not prepared properly

The InterrogatorThe Interrogator

Loves the sound of own voice - pontificates, fails to listen to what other side is saying

The LecturerThe Lecturer

Negotiating TacticsNegotiating Tactics

Make Token Concessions

Speak to the Silent (because they didn’t know your stance, or are surprised by your knowledge or stance)

Suggest incomplete brief (stall discussions until more information is made available)

Wildman / Statesman (Choose your behaviour pattern)

Negotiation Procedure

Negotiation Procedure

1. The Process

2. The Timescale

3. The Stages

4. Conciliation And Arbitration?

Informal DiscussionsInformal Discussions

Informal discussions can be dangerous if confidentialities are not honoured.

Informal discussions can be dangerous if confidentialities are not honoured.

Informal discussions can lead to accusations of underhand dealing.

Informal discussions can lead to accusations of underhand dealing.

Informal discussions can lead to the exposing of the fall-back position, and can lead to the fall-back

position being taken as read.

Informal discussions can lead to the exposing of the fall-back position, and can lead to the fall-back

position being taken as read.

Planning and preparationPlanning and preparation

Consider venue, facilities, refreshments, break-out rooms, etc (In other words ‘Case the Joint’ if you don’t know it).

Expect the employer to explain the background to proposal before stating their position. This builds the case rather than stating a position that has to then be justified.

Explain your stance to the proposals and the reasoning behind your stance.

Question: Two parties both want an orange:

Question: Two parties both want an orange:

Formula for the Solution:

Step 1:Dig beneath their positions to find out why they want it. Step2:Identify interests to achieve a win-win situation.

Interests:One party wants the juice and the other party wants the rind for a cake.

Problem solved – the orange can be shared.

PERSONALITIES AND ATTITUDES CAN CREATE OR DESTROY A GOOD WORKING ENVIRONMENT