- Importance of Planning. - Information Needs. - Negotiation Game Plan. - Intelligence Gathering. - Negotiating Styles. - Critical to successful negotiations. - Provides the ability to set the tone and direction of the negotiation. - Individuals with higher levels of planning inclinations will have more successful . - Information Needs. - Other parties’ needs &. - Available resources of the other party. - Reputation and styles of the other parties. - Ability and authority of other party to make agreements. - tactics the other party might utilize. - Understanding of when the other party might walk away from the negotiations. - Negotiation Game Plan. - Important to be prepared for any . - Steps to Prepare for Negotiation. - Negotiation Game Plan continued. - Tone for negotiation (e.g. - Intelligence Gathering. - Interests – mutual &. - Concerns – mutual &. - Primary claims. - ICE Model: Three Key. - Perspective-Shaping Factors. - Before beginning any negotiation, the three key perspectiveshaping factors (interests, concerns &. - Skilled negotiators must elicit information regarding the others’ interests – both mutual and divergent. - When interests are mutual, cooperative or integrative negotiation is likely. - When interests are divergent, antagonistic, distributive forms of negotiation emerge. - Failure to address or identify concerns may hinder successful negotiations. - Identifying Primary Claims. - Defined: Statements about interests that each negotiator is likely to make. - Claim – outcome or position for which you’re arguing. - Data – evidence or reasoning supporting the claim. - Warrant – general statement that indicates why the data are supportive of the claim. - Lead with the strongest claims and ones that the other party may care about or are likely to believe. - Argument – Claim Development. - Proposition – True or false statement within an argument but not alone. - Premise – Proposition used as evidence in an argument. - Conclusion – Proposition used as a thesis in an argument. - Argument – A group of propositions from which one follows from another. - Induction – Process through which premises provide some basis for the conclusion. - Deduction – Process through which premises provide conclusive proof for the conclusion. - Premise indicators: since, because, for, as, in as much as, for the reason that, first. - Conclusion indicators: therefore, hence, thus, so, consequently, it follows that, one may infer, one may conclude. - Anticipate the possible ways in which your counterpart might respond. - Assess counterclaim to gain better understanding of their position. - Respond – utilize other forms of substantive evidence or data. - Confirm agreement that you’ve addressed their counterclaim. - Fallacies of relevance – occur when premises are irrelevant to the . - Fallacies of ambiguity – occur when ambiguous, changeable wording in propositions lead to more than one meaning in an argument. - Brainstorm possible outcomes – areas of disagreement. - Visualize and rehearse the many possible outcomes at various . - negotiation choice points. - Contriving Choice Points. - Skilled negotiators plan ways to . - Negotiating Styles. - Every individual will have a negotiating or communication style. - Identify the style of your counterpart. - Utilize style flexing or stretching to be more similar to your counterpart. - Negotiations will be more successful when styles match rather than conflict. - Employ hard tactics Employ soft tactics. - Focuses on rapport. - Seeks mutual gain. - More likely to utilize soft tactics. - Focuses on creativity. - Focuses on logic. - More likely to utilize hard tactics. - Focuses on outcomes. - Hard Tactics. - Soft Tactics. - Hard Tactics. - Style Flexing or Stretching. - Cares about mutual gain. - Focuses on joint, overarching goals. - Seeks mutual understanding. - Uses agendas as guidelines rather than restrictions. - Persuades rather than demands or insists. - Likely to propose and reason through an agenda. - Exact in the proposal of an agenda
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