Negotiation Agenda A formal agreed upon list of goals to be achieved or items to be discussed in a particular order during a meeting or negotiation. Agendas can be formal and obvious, or informal and subtle in negotiations.
But let us never fear to negotiate. Kennedy If you sit down and analyse your negotiation preparation,certain patterns should begin to appear. Without consciously being aware, most of us realise that we are approaching negotiations inconsistently, or even haphazardly. There are many benefits to following a tried and tested formula for repeated negotiation success.
Negotiation skills without a methodology tend to work on the simple deals, but fall short on the bigger complex negotiation deals. People perform and engage in negotiationmediationand dispute or conflict resolution practically everyday of their lives, without realising they are doing so.
Often without consciously understanding or knowing the process. Our approach as individuals vary according to our upbringing, culture, education, life experience. There are numerous factors that influence our development as individuals.
Our success or lack of success varies. Here, we are going to consider the various phases of the negotiation process.
Similarly, many corporate clients on our Sales Negotiation Courses have received training or at least read books on a variety of sales negotiation methodologies. By visualising the procedure, and what each phase entails, we might develop a larger understanding, and become more proficient at negotiating in the course of both our professional and personal lives.
In the end, it all boils down to the same thing — you want to be able to negotiate effectively and successfully. The 4 Phases of the Negotiation Process 1. Pre-negotiation Everything we do, if we are to perform the activity properly, requires a certain degree of preparation beforehand.
Preparation is tantamount to any successful activity or endeavour. Negotiation is no different. The first thing we need to determine is whether there is actually any reason to negotiate at all. Secondly we need to be clear on the specifics we want to negotiate about.
We then need to establish some form of negotiation agenda before beginning our talks. We should identify the correct people who will be involved in the talks and their levels or responsibility and authority.
Where possible we should attempt to obtain as much information about these people and their company or organisation.
Intelligence gathering is crucial in obtaining a picture of the other side so we can assess their needs, motivations, and goals with respect to our own. Next, we need to set up a venue where we are going to meet and have appropriate time to conduct the talks.
It is a good idea to begin this process by establishing direct contact with your counterpart. We can begin by building some kind of rapportand set out the agenda, through a variety of means such as phone calls, faxes, e-mails, and even an informal personal get together beforehand.
Conceptualisation This phase is where we develop the foundation of the agreement by framing the issues, without becoming bogged down in the miniscule details. The building blocks need to be put together to understand the basic concept of the agreement we are seeking.
We are attempting to formulate principles upon which we can both agree, such as who will provide financing or the licensing aspects for example. We begin to consider creative options and discuss negotiation concessions. We advance proposals and counter-proposals, back and forth, until some manner of tentative agreement is reached.
The terms of the partnership are re-framed until they reach the level, where both parties are as satisfied as they can be, within the various parameters of what they bring to the table. This is how we arrive at the basic concept of our agreement. Settling the Details Simply put, this phase sees the completion of the agreement.
Here, we use our external specialists to complete the details of the venture, that we are about to mutually embark upon.Stereotyping people from different cultures on just one or two dimensions can lead to erroneous assumptions.
Even experienced, cosmopolitan managers often have faulty expectations. And the rest in brief, paraphrasing and quoting from “When Cultures Collide“: English tend to avoid confrontation in an understated, mannered, and humorous style . When you apply the phases of negotiation effectively, you'll more consistently be rewarded with out-sized results.
A person who acts for or in place of another individual or entity as their representative in a negotiation with a third party.
An agent, sometimes referred to as a third party agent, has full or limited authority to act on the behalf of the party they represent. Apr 11, · The European Union is also fed up with China’s closed markets and trade manipulation.
But it thinks the answer is negotiation, not a trade war. Learn how to work more effectively with people from other countries.