Course Content

Overview of Solution

• Power
  1. Comes from a variety of sources
  2. Can be gained, lost or given away
  3. Affects attitude, behavior and outcomes
  4. Is essential, the most important factor
• Process
  1. Effective negotiation is a process, not an event
  2. Use in whole or in part
  3. It’s about project management
  4. Provides focus, direction, discipline, consensus and consistency
• Principles
  1. Best practices
  2. Collective wisdom
  3. Practical, proven dos and don’ts
  4. From painful learning experiences

The Benefits

• Avoid risk
• Save money
• Obtain objectives
• Resolve differences
• Get what we’re paying for
  

Negotiating Power

• Sources
  1. Control -- Seven components to manage, including:
     1. Contract
     2. Emotions
     3. Agenda
  2. Alternatives
  3. Authority -- Gain four ways
  4. Information -- Six critical points, including:
     1. Information is power
     2. Talking = giving information
     3. Listening = receiving information
  5. The deal itself
  6. Opponent -- Gain four different ways
  7. Interpersonal
• Maintaining -- Seven initiatives to keep power, including:
  1. Don’t eliminate source of power
  2. Don’t expose needs
  3. Counter opponent’s ploys

Process

• Step 1: Organize
  1. Establish team
     1. Members
     2. Structure
     3. Roles—Seven pre-defined responsibilities, including:
        • Emissary
        • Observer
        • Good cop
  2. Develop scope
  3. Identify resources
  4. Collect/prioritize objectives
     1. Types of objectives—Ten important perspectives, including
        • Results
        • Functional
        • Contractual
        • Quality
        • Financial
     2. Sources objectives—Eight areas to survey, including:
        • Executives
        • Stakeholders
        • Team members
     3. Prioritize objectives
  5. Establish/review governance criteria
     1. Policies
     2. Standards
     3. Procedures
     4. Form documents
• Step 2: Prepare
  1. Schedule
     1. Deal completion
     2. Key milestones—Five components to consider
     3. Critical path
  2. Information gathering
     1. Internal analysis—Five things we must determine
     2. Industry analysis
     3. Analysis of opponent—Ten important issues, including:
        • Deal impact on them
          

          –	Positive
          –	Negative

        • Their objectives, interests and limitations
        • Questions they will ask
        • Prepare for negotiations from their side of the table
  3. Strategy
     1. Examples of strategies
     2. Strategy selection—How to evaluate them
  4. Finalize Negotiation Plan
     1. Conduct risk analysis
     2. Set expectations within the team
     3. Develop alternatives to a negotiated deal
     4. Document Negotiation Plan
  5. Run simulation(s)
     1. Conduct simulation
     2. Review/audit the simulation
     3. Modify strategies and Negotiation Plan
     4. Run simulation again, as necessary
  6. Obtain authority
     1. Team members
     2. Senior management
  7. Meeting logistics
     1. Site
        • Ours
        • Theirs
        • Neutral
     2. Environmental factors
        • Seating
        • Lighting
        • Temperature
        • Window glare
        • Meeting room
        • Caucus or break rooms
        • Table shape
        • Seating arrangements
     3. Human factors
        • Travel
        • Food
        • Fatigue
        • Time
     4. Attendees
  8. Develop agenda
     1. Advantages
     2. Disadvantages 
     3. Top down negotiations
  9. Review table team protocol—Seven rules to follow, including:
     1. Maintain self-control
     2. One person speaks at a time
     3. Don’t hesitate to call a caucus
  10. Review negotiating styles
      1. Geared to
         • Situation
         • Personalities
      2. Objective is to communicate our ideas most effectively
      3. Elements of negotiating style
• Step 3: Execute
  1. Meeting management
     1. Team member introductions
     2. Agenda
  2. Communication—Six critical issues to understand, including:
  1. Questioning—six types of questions
  2. Listening
  • Benefits of listening
  • Active listening
  • Barriers to listening
  3. Body language lab—Demonstrations and exercise
  3. Maslow’s hierarchy of needs
     1. Pyramid
     2. Examples
     3. Negotiations applications
  4. Dealing with deadlocks and impasses—Fifteen ways to resolve, including:
     1. Brainstorm
     2. Write issue on board
     3. Depersonalize the issue
     4. Create a problem solving team
     5. Sit on the same side of the table
  5. Ploys, strategies and tactics
     1. How to counter ploys
     2. List of strategies and tactics—Fifteen approaches to gain advantage, including:
  • Zone of consideration
  • Fait accompli
  • Salami
  • Surprise
  • Quiet as a tomb
  6. Closing/documenting
     1. Statements and questions—Eight most effective comments
     2. Document
     3. Update agreement and Negotiation Plan
     4. Notify senior management
     5. Gain agreement—Four steps
• Step 4: Manage
  1. No ongoing relationship
  2. Ongoing relationship
     1. Monitor project plan—Five step sub-process
     2. Manage the agreement
        • Elements to manage—Six key components
        • Determine who will manage—Six functional possibilities
        • Brief those who will manage
        • Monitor compliance
        • Document

          –	Compliance
          –	Noncompliance

        • Take action
     3. Manage the relationship
        • Determine level of management required
        • Identify who will manage
        • Decide what will be managed
        • Monitor managed items
        • Report on managed items
        • Improve relationship

Principles

• Never—Fifteen things absolutely not to do, including:
  1. Divulge our budget
  2. Reveal our schedule
  3. Say their price or terms are reasonable
  4. Let them know they’re the only option or our favorite
  5. Eliminate alternatives until negotiations are completed
• Remember—Twenty-three critical truths we need to know, including:
  1. Information is power
  2. Negotiate with integrity
  3. A good deal is about more than just the money
  4. If it’s not in the contract, it’s not part of the deal
  5. We can’t love them into a better deal…we have to leverage them into one

Summary

Chicago - May 23 - 24, 2012
2-Day Workshop – $1,495
Hotel links:
AMA Conference Center at Chicago

Session Schedule:
8 a.m. Breakfast and Registration
Sessions start at 8:30 a.m. and end at 5:00 p.m.

© 2003-2012 International Computer Negotiations, Inc. All rights reserved.