The Art of Persuasive Communication and Negotiation
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1 The Art of Persuasive Communication and Negotiation Laura H Greene National MagLab and FSU Geri Richmond University of Oregon
2 Moving from the classroom to the workforce Classroom Academic Research First job
3 Where do we as scientists and engineers learn about appropriate workplace behavior and effective communication methods in the laboratory environment? Mostly by example.
4 Effective negotiation is more than just asking for a higher salary it s really about reaching an agreement on a tough subject
5 Today s focus Successful techniques for increasing your communication and negotiation skills in the technical workplace.
6 Negotiation in the Workplace Are you comfortable at asking and negotiating for what you need - to be productive in the workplace? - for your career advancement?
7 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t a negotiating situation Ø Identify your negotiables Ø Know your BATNA and ZOPA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
8 Ground Rules for a Productive Negotiation Ø Professional exchange - not an emotional fight or game. Ø Expectation of give and take. Ø Desire to reach a win-win rather than a winner take all solution.
9 What Negotiation Isn t Ø Argument Ø Debate Ø Game Playing Ø Solely Social Ritual Ø Solely Competitive
10 Negotiation is NOT a one shot deal. It s a 10 Act Play!
11 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t - a negotiation situation Ø Identify your negotiables Ø Know your BATNA and ZOPA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
12 What are my Negotiables?? First step: Assume that most things in your lives are negotiable
13 What are my Negotiables? Authorship on papers Time on equipment Attending meetings Personal time Teaching responsibilities Completion date Family responsibility conflicts Office space Resources for dept. activities Salary and benefits Moving expenses Duration of appointment Course load New job: Starting salary and date Facilities/Space/Equipment Travel budget Moving expenses Office furniture and equipment Staff support
14 What would you like to negotiate for now? Who do you need to negotiate with?
15 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t - a negotiation situation Ø Identify your negotiables Ø Know your BATNA and ZOPA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
16 BATNA Best Alternative To A Negotiated Agreement Always ask yourself - what is MY BATNA? (What do I get if I DON T negotiate?) Consider and evaluate your alternatives. BATNA is dynamic it can change through the negotiation as you learn of the other s resources and objectives.
17 BATNA Also ask yourself - what is THEIR BATNA? Your task is to try to learn their BATNA and work to come to a consensus that aligns with your BATNA.
18 BATNA BATNA is your choice you can make if negotiating is not likely to yield a favorable result: You can just walk away! BATNA is like playing Poker (card game). Your walk-in BATNA is the hand you are dealt. As new cards are dealt, you see your hand changes, and you may see some of the other players new cards. You may change your bet! And in negotiation processes, you may change your BATNA. Your task is to try to learn their BATNA and work to come to a consensus that aligns with your BATNA.
19 BATNA and ZOPA Ø What s my ZOPA? Zone of Possible Agreement Reasonable Upper Limit Many contributions can go into this zone of agreement, some tangible and some intangible. Ø Consider what their ZOPA might be. Acceptable Lower Limit
20 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t - a negotiation situation Ø Identify your negotiables Ø Know your BATNA and ZOPA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
21 Know your negotiating style PROBLEM SOLVE // COLLABORATE SERVE // ACCOMMODATE Satisfy needs of others FORCE // COMPETE DON T ENGAGE // AVOID Satisfy own needs Actively seek (new) outcome Keep things steady, Need for approval. And modify it if necessary.
22 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t - a negotiation situation Ø Identify your negotiables Ø Know your BATNA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
23 Get the Data! The facts are your friends! Nothing Personal - Strictly Business
24 Learning Goals for Effective Negotiation Ø Recognize what is - and isn t - a negotiation situation Ø Identify your negotiables Ø Know your BATNA Ø Identify your own negotiating style Ø Understand the importance of data Ø Be ready for some theatre Jane Tucker Associates and Humaned 2008
25 Approaches to Problemsolving Ø Explore - Launch some trial balloons and study the response - Sum up areas of agreement and disagreement Ø Invent (based on priorities low cost, high benefit) - Expand the Pie work together to get resources - Nonspecific Compensation do something extra - Cost Cutting give them one high priority
26 Tactics to Use in High Drama Situations Ø Silence is golden Ø Higher authority Ø I ll think about it & get back to you Ø Put it in writing Ø Be relentlessly pleasant
27 Beyond Negotiation: Difficult Conversations Putting out fires without burning bridges Learning Goals: Ø Identify behavior and language that is unproductive or inappropriate. Ø Develop skills that reduce the heat rather than flame the fire. Ø Learn techniques to help maintain your composure. Ø Learn how to keep the dialogue focused on resolving the conflict. Ø Know when a mediator is necessary to resolve the issue. Jane Tucker Associates and Humaned 2008
28 Laura Recommends:
29 Responding to Difficult Tactics Ø Take a breath Ø Try to understand BOTH points of view Ø Acknowledge their reality Ø Go to the balcony Ø Return to exploring interests Ø Keep your body relaxed, open Ø Step to their side Ø Reframe and repackage the issues
30 Recognize the importance of body language in a negotiation Not all of the communication is verbal - Stand or sit tall with open posture and gestures - Have the head and chin up - Use respectful and attentive eye contact Study their body language to help you understand what is not being verbally communicated.
31 Use powerful and strong statements Use I m confident I know I believe I will do I m certain Instead of I think I hope I feel I ll try I m not sure
32 Don t diminish your message You may already know this but I could be wrong It s just my opinion but This is probably a stupid question Your probably know more about this than I do but From Loden, Marilyn. Feminine Leadership or How to Succeed in Business Without Becoming One of the Boys, 1985 The Executive Development Group-Ohio
33 Summary of Techniques for Effective Negotiation Ø Identify your negotiables Ø Recognize what is - and isn t - a negotiation situation Ø Know your BATNA and ZOPA Ø Identify your own negotiating style Ø Understand the importance of data Ø Learn benefits of collaborative negotiations Be relentlessly pleasant - its good for everyone! Jane Tucker Associates and Humaned 2008
34 Practicing Cases Ø Break up into groups of 4. Ø Designate one person as the graduate student and one as the professor. Ø Designate one as a coach. Ø Designate one as an observer.
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