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Negotiating styles.






 

When you’re negotiating with people from other cultures, it’s important to think about what they consider as «normal» behaviour (See «Culture Page»). You’ll need to think about the following:

body language conversational rules hierarchy
physical contact relationship building attitudes to time

 

Exercise 3. Read the text in which a Management Communications Consultant, Diana Ferry, talks about preparing for a negotiation.

Mark the seven points below in the order in which she mentions them.

a) Identify your minimum requirements.  
b) Prepare your opening statement.  
c) Decide what concessions you could make.  
d) Know your own strengths and weaknesses.  
e) Know your role as part of a team.  
f) Prepare your negotiating position – know your aim and objectives.  
g) Prepare any figures, any calculations and any support materials you want.  

 

I would have to say that one needs to be very prepared. I mean to know what you want from a negotiation, what’s your purpose, your aims and objectives. Without clear aims, you can’t have clear thinking, so aims are vital, to have a clear purpose. What do you want? A contract? You want a firm agreement – or just to find out a few things?

Then, you have to know what the minimum deal is. Decide what is the least – the lowest offer you can accept for a deal –an agreement.

Then you have to know where you can give way – or make concessions. So fixing concessions – and targets – is important. Without that you end up agreeing to something and later thinking «Oh no that’s a bad deal!» =or you miss out on what seemed a bad deal at the time but was in fact not bad anyway.

Another area – is to know your strengths and your weaknesses. If we take the classic marketing SWOT analysis – you have to understand your own strengths and weaknesses as well as the opportunities and threats or dangers that exist outside, from competitors for example.

Unit 12

 

So, know the market, know your strengths know about prices and other possibilities. If you do this, you can see the negotiation in its proper context.

Then you need to prepare all support information. Figures, numbers, pictures, whatever. It could be anything –but the most important thing is that you can support what you say. It helps you to be clear.

Next, the team Hs to be well prepared, well managed. If it’s a team you have, everyone needs a clear role, clear responsibilities –to have roles.

Finally, your opening remarks. Prepare what to say. Begin in general terms what you hope to achieve – the general intention, what you’re looking for. The opening statement sets up the right atmosphere, the right expectations; it helps things to be clear between the two sides.

Exercise 4. Match each of the four aspects of good preparation on the left with why they are important on the right. If in doubt, check your answer by reading the text again.

  1. Knowing your aims and objectives … a) … means you can support your argument.
  2. Knowing your own strengths and weaknesses … b) … helps clear thinking and purpose.
  3. Preparing any figures, calculations and other materials... c) … creates reasonable expectations.
  4. Preparing an opening statement... d) …helps you to know the situation or context in which you want to work.

 






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