CSG auction3

Sep 17, 2011Download as PPT, PDF0 likes309 views

The document provides guidance on effective negotiation techniques. It discusses defining interests rather than positions, focusing on mutual gains, inventing options for mutual benefit, separating people from the problem through fair process, and being firm on fair outcomes while remaining open to reason. Various negotiation scenarios and roles are presented as examples.

Problem Solving Negotiation David Landis Director, Urban Development Lincoln, NE

Auction Rules Real money is exchanged No bid more than 10 cents Bids divisible by 5 No talking but bidding High bid pays and gets item, second high bid pays and does not get item.

Definition A negotiation is a trade -”I’ll do Y, if you’ll do X.”

Role #5 - Observer Don’t give away information or reactions – just watch. Watch for exaggerations, threats, offers and counter-offers. Notice questions particularly.

Role #1 Your mother says, “Go to the store. Bring me an orange. You come home without an orange and you’ll be in trouble.”

Role #2 Your mother says, “Go to the store. Bring me an orange. You come home without an orange and you’ll be in trouble.”

Role #3 Your mother says, “Go to the store and bring me an orange. Family is coming over tomorrow, I’m going to peel the orange and cut up the pulp for a fruit salad. Bring me an orange or you’ll be in trouble.”

Role #4 Your mother says, “Go to the store, bring me an orange. Family is coming over tomorrow. I’m going to peel the orange and grate the peel to flavor some orange bread I’m making. Bring me an orange or you’re in trouble.”

5 into 2 No division of items No side deals Must divide all five between you Divide in 2 minutes or get nothing Item: -5 crisp $ 1,000 bills

5 into 2 2 tickets, great concert Designer jacket Glider flight over Grand Canyon Elegant, fine French meal for 2 Martha Stewart cooks and cleans All the same rules Items:

Worker’s Comp Deal Business Labor Dr. Choice Managed Care Indexed Benefits Safety Comm./ Inspectors

Worker’s Comp Deal Business Labor Dr. Choice Yes Managed Care Yes Indexed Benefits No Safety Comm./ Inspectors No

Worker’s Comp Deal Business Labor Dr. Choice Yes No Managed Care Yes No Indexed Benefits No Yes Safety Comm./ Inspectors No Yes

Worker’s Comp Deal Business Labor Dr. Choice Yes 1 No Managed Care Yes 2 No Indexed Benefits No 3 Yes Safety Comm./ Inspectors No 4 Yes

Worker’s Comp Deal Business Labor Dr. Choice Yes 1 No 3 Managed Care Yes 2 No 4 Indexed Benefits No 3 Yes 1 Safety Comm./ Inspectors No 4 Yes 2

Tools for Mutual Gain Interests before positions Priorities traded across differences Fair process norms Objective criteria Trust through authentic communication

Being Trustworthy Say what you mean, mean what you say Does not require full disclosure Worth its weight in gold

3 Characteristics of Negotiation Recurring pattern Tension Asymmetrical information

Use Objective Criteria Learn marketplace Frame dispute as a joint search for fair standards Adjust standards for unique circumstances Open with an offer you can justify

Focus on Interests, Not Positions Interests=underlying motivations The answer to “why?” Positions=“yes or no” options The answer to “how much?” Focusing on interests induces problem solving because they are flexible and create satisfaction.

Invent Options for Mutual Gain Brainstorm method of advancing parties’ interests Invent first, then decide Link differences, priorities Maximize shared interests

Separate People from the Problem Be unconditionally cooperative on process Good listening Fair characterizations Symbolic gestures

Separate Problem from the People Be firm on fair outcomes Trade cooperation Reason, be open to reason Results need a fair, reasonable basis

Problem Solving Negotiation “ Good luck and good negotiating, Dave Landis [email_address]

The document discusses different roles and strategies for effective negotiation. It provides examples of negotiations over obtaining an orange from one's mother and dividing up monetary prizes or experiences. It also outlines characteristics of negotiation like recurring patterns, tension, and asymmetric information. Finally, it recommends a problem-solving approach to negotiation that focuses on interests rather than positions, generates options for mutual gain, uses objective criteria, and builds trust.

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The document discusses various strategies and techniques for effective negotiation, including: 1) There are two main strategy options when negotiating - seeking advantage or seeking joint gain. Seeking joint gain aims to expand opportunities for both parties and build relationships over time. 2) Characteristics of successful negotiations include having a recurring pattern, creating tension between parties, and dealing with asymmetrical information between the parties. 3) Effective negotiation techniques include separating the people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and using objective criteria.

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The document discusses various strategies and techniques for effective problem-solving negotiation. It defines negotiation as a trade where each side does something for the other. It outlines two main strategies for negotiation - seeking advantage or seeking joint gain. Seeking joint gain aims to expand opportunities for both sides and build long-term relationships, though it risks exploitation. The document provides tips for managing different negotiation roles, tensions that arise, and developing trust between parties.

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This document discusses strategies for problem-solving negotiation. It outlines two main negotiation strategies - seeking advantage and seeking joint gain. Seeking advantage focuses on individual short-term gains but can damage relationships, while seeking joint gain expands opportunities for mutual benefit over the long run by building cooperation and trust between parties. The document also describes techniques for managing different types of interests, developing options, and separating people from the problems being negotiated.

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The document discusses problem solving negotiation techniques. It provides definitions of negotiation as a trade where each side does something for the other. It also discusses the legislative context for deals as a secondary tool to majority rule that can occur between parties, committees, chambers, and other groups. The document outlines roles in negotiation including being an observer to watch for exaggerations, threats, offers, and questions without giving away reactions. It provides examples of negotiation scenarios and deals around workers compensation. It emphasizes being trustworthy through consistent words and actions without requiring full disclosure, and using tools like identifying interests rather than positions to reach agreements that trade differences for mutual gain.

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CSG auction3

1. Problem Solving Negotiation David Landis Director, Urban Development Lincoln, NE

2. Auction Rules Real money is exchanged No bid more than 10 cents Bids divisible by 5 No talking but bidding High bid pays and gets item, second high bid pays and does not get item.

3. Definition A negotiation is a trade -”I’ll do Y, if you’ll do X.”

4. Role #5 - Observer Don’t give away information or reactions – just watch. Watch for exaggerations, threats, offers and counter-offers. Notice questions particularly.

5. ��

6. Role #1 Your mother says, “Go to the store. Bring me an orange. You come home without an orange and you’ll be in trouble.”

7. ��

8. Role #2 Your mother says, “Go to the store. Bring me an orange. You come home without an orange and you’ll be in trouble.”

9. ��

10. Role #3 Your mother says, “Go to the store and bring me an orange. Family is coming over tomorrow, I’m going to peel the orange and cut up the pulp for a fruit salad. Bring me an orange or you’ll be in trouble.”

11. ��

12. Role #4 Your mother says, “Go to the store, bring me an orange. Family is coming over tomorrow. I’m going to peel the orange and grate the peel to flavor some orange bread I’m making. Bring me an orange or you’re in trouble.”

13. 5 into 2 No division of items No side deals Must divide all five between you Divide in 2 minutes or get nothing Item: -5 crisp $ 1,000 bills

14. 5 into 2 2 tickets, great concert Designer jacket Glider flight over Grand Canyon Elegant, fine French meal for 2 Martha Stewart cooks and cleans All the same rules Items:

15. Worker’s Comp Deal Business Labor Dr. Choice Managed Care Indexed Benefits Safety Comm./ Inspectors

16. Worker’s Comp Deal Business Labor Dr. Choice Yes Managed Care Yes Indexed Benefits No Safety Comm./ Inspectors No

17. Worker’s Comp Deal Business Labor Dr. Choice Yes No Managed Care Yes No Indexed Benefits No Yes Safety Comm./ Inspectors No Yes

18. Worker’s Comp Deal Business Labor Dr. Choice Yes 1 No Managed Care Yes 2 No Indexed Benefits No 3 Yes Safety Comm./ Inspectors No 4 Yes

19. Worker’s Comp Deal Business Labor Dr. Choice Yes 1 No 3 Managed Care Yes 2 No 4 Indexed Benefits No 3 Yes 1 Safety Comm./ Inspectors No 4 Yes 2

20. Tools for Mutual Gain Interests before positions Priorities traded across differences Fair process norms Objective criteria Trust through authentic communication

21. Being Trustworthy Say what you mean, mean what you say Does not require full disclosure Worth its weight in gold

22. 3 Characteristics of Negotiation Recurring pattern Tension Asymmetrical information

23. Use Objective Criteria Learn marketplace Frame dispute as a joint search for fair standards Adjust standards for unique circumstances Open with an offer you can justify

24. Focus on Interests, Not Positions Interests=underlying motivations The answer to “why?” Positions=“yes or no” options The answer to “how much?” Focusing on interests induces problem solving because they are flexible and create satisfaction.

25. Invent Options for Mutual Gain Brainstorm method of advancing parties’ interests Invent first, then decide Link differences, priorities Maximize shared interests

26. Separate People from the Problem Be unconditionally cooperative on process Good listening Fair characterizations Symbolic gestures

27. Separate Problem from the People Be firm on fair outcomes Trade cooperation Reason, be open to reason Results need a fair, reasonable basis

28. Problem Solving Negotiation “ Good luck and good negotiating, Dave Landis [email_address]

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CSG auction3

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