Negotiations
ENGLISH FOR INTERNATIONAL BUSINESS (B2-C1)
ENGLISH NEGOTIATIONS
Effective Negotiations
08/06/2012
RAQUEL GONZÁLEZ GUARDIOLA
ÍNDICE
1. INTRODUCTION 3 BATNA’S 3 Bottom-line 3 ZOPA 4 2. THE NEGOTIATION PROCESS 4 3. NEGOTIATION STRATEGIES 6
Five Basic strategies: 6
Challenge: 6
Defer 6
Split the difference 7
Lowball 7
Pinpoint the need 7
Other negotiation strategies: 7
Fait Accompli 7
Limited Authority 7
Apparent Withdrawal 7
Deadlines 7
Standard Practice 7
Salami 8
Trial Balloons 8
Good guy/Bad guy 8 4. CONCLUSION 8 5. BIBLIOGRAPHY 9
1. INTRODUCTION
A negotiation is when two parties deal with discussion. Another definition of negotiation is discussion that ends the meeting. Negotiation styles relate to how people deal with conflict. There are different approaches: * The adversarial approach (win-lose). When you think “I must win”.
* The Accommodating approach (lose-win). To just give in. Agreeable, non-assertive behaviour. Cooperative even at the expense of personal goals.
* The compromising approach (give-get/take). In order to get what you want in the negotiation you must give up something. Both parties are willing to give something in order to get what they want, and they enter the negotiation with that plan in mind. How much, and when they compromise are the details to be worked out.
* The collaborative approach (win-win). When both parties are winning.
When people prepare for bargaining encounters, they spend hours on the factual issues, the legal issues, the economic issues, and the political issues. They spend no more than ten to fifteen minutes on their negotiation strategy. When they begin their interaction, they have only three things in mind relating to their negotiation strategy: 1) Where they plan to begin? 2) Where they hope to end up? 3) And their bottom line.
Some of the concepts that we have to consider before you begin a negotiation are: *
ENGLISH NEGOTIATIONS
Effective Negotiations
08/06/2012
RAQUEL GONZÁLEZ GUARDIOLA
ÍNDICE
1. INTRODUCTION 3 BATNA’S 3 Bottom-line 3 ZOPA 4 2. THE NEGOTIATION PROCESS 4 3. NEGOTIATION STRATEGIES 6
Five Basic strategies: 6
Challenge: 6
Defer 6
Split the difference 7
Lowball 7
Pinpoint the need 7
Other negotiation strategies: 7
Fait Accompli 7
Limited Authority 7
Apparent Withdrawal 7
Deadlines 7
Standard Practice 7
Salami 8
Trial Balloons 8
Good guy/Bad guy 8 4. CONCLUSION 8 5. BIBLIOGRAPHY 9
1. INTRODUCTION
A negotiation is when two parties deal with discussion. Another definition of negotiation is discussion that ends the meeting. Negotiation styles relate to how people deal with conflict. There are different approaches: * The adversarial approach (win-lose). When you think “I must win”.
* The Accommodating approach (lose-win). To just give in. Agreeable, non-assertive behaviour. Cooperative even at the expense of personal goals.
* The compromising approach (give-get/take). In order to get what you want in the negotiation you must give up something. Both parties are willing to give something in order to get what they want, and they enter the negotiation with that plan in mind. How much, and when they compromise are the details to be worked out.
* The collaborative approach (win-win). When both parties are winning.
When people prepare for bargaining encounters, they spend hours on the factual issues, the legal issues, the economic issues, and the political issues. They spend no more than ten to fifteen minutes on their negotiation strategy. When they begin their interaction, they have only three things in mind relating to their negotiation strategy: 1) Where they plan to begin? 2) Where they hope to end up? 3) And their bottom line.
Some of the concepts that we have to consider before you begin a negotiation are: *
Bibliography: Class notes. Student’s Book English for Business Communication. Simon Sweeney. Cambridge University Press. http://mdcegypt.com/Pages/Purchasing/Purchasing/Negotiation%20in%20Purchasing/Negotiation%20Problems%20and%20Processes/Zone%20of%20possible%20agreements%20ZOPA.asp http://www.negotiations.com/articles/zopa/ The negotiation process. By Charles B. Craver