Negotiation Skills Training Classes
With
over twenty-five years of proven industry experience, the
Negotiations
Training Institute of America is the recognized leader in negotiations
training, consulting and performance coaching. Through public open
enrollment classes and private on-session training sessions, we
have helped leading corporations, non-profit organizations and governmental
agencies improve their ability to
negotiate
better outcomes for their constituencies.
First-time
negotiators as well as those with the greatest
competitive
drive and amount of first-hand experience and
negotiations
wisdom can benefit from our time-tested classes. Whether focusing
on
negotiating
a contract with a vendor or jumping in to the often-stressful
car buying process to
deal
with a dealership, our classes provide useful skills, proven techniques
and various classroom role plays to help you
become
more aware of negotiations that you must face on a daily basis.
For more information on our negotiation skills training classes please
contact us.
Negotiation Training Class: How To Manage A Negotiation
Do you enjoy mystifying your equivalent with specifics, statistics and "uncontrolled" emotional outbursts? If you intend on building up a long-term association with your business partner you should avoid strategies like these. There are four ways of introducing a more supportive negotiating technique as taught on a good management course as follows:
Separate person from situation
Negotiations can quickly change from discussions about technical points to conflicts between personalities. If the person responsible is annoyed by the question during negotiation then none of the logical arguments in the world will progress the situation. If you offend someone's ego, their sense of being right or their values then their negotiating position is more likely to harden.
If you blame someone, criticize them or reject their ideas and suggestions, they will feel attacked and hit back at the same level. During the whole negotiation, try to discuss questions in a productive way and maintain a positive relationship with the other person. Human emotions and fears may hinder the progress, if you are unable to make questions mutual or do not keep the discussions on a technical basis. Therefore you would need to change the way in which you negotiate. Here are some examples taken from a management course:
From formulations like - To a problem solving oriented approach?
You are 5 weeks behind schedule - How can we make up the timing of the project?
You have exceeded your budget - Do you think we have made a mistake with the budget planning?
Your prices are too high - At this price we can no longer compete
Your results are not within the plan - How can we keep to this year's plan?
Negotiate about interests rather than positions
When negotiating, your partner states their position in order to satisfy their particular basic requirements. A purchaser demands a particular price because they want to maintain a profitability standard. An employee demands a particular wage because they consider it to be the appropriate value in return for their performance. As soon as you know the interests which lie behind the concrete demands, you can often find other ways of solving problems without necessarily having to give in.
The supplier could react to the request for lower prices with the suggestion of building a team jointly with the purchaser in order to improve the production of components and thereby reduce the costs. In order to increase turnover for both sides the supplier could alternatively, offer a series of joint promotions to encourage sales.
The manager may not be in a position to offer more money to an employee due to budget limitations or company policy. Alternatively they could offer more responsibility, more recognition or other benefits. These alternatives satisfy the employee's need to feel valued.
Put together a choice of options
If you succeed in making the problem at issue into a problem for both sides then you can bind your counterpart into the problem solving process. As soon as you look for different solutions with your partner, you can turn a controversial situation into a co-operative one. Instead of thinking about how much they can get out of you, your business partner will now consider which of the several options is the best. The joint search for and evaluation of solutions enables both sides to work together without either one of them feeling they have given up their previous position.
Use criteria which can be checked
A fourth way of managing to get from battle to co-operation lies in the use of objective criteria for comparison: If your business partner demands a certain price, find out how they arrived at this price, or show them by your calculations that this price makes your product impossible to sell.
If someone makes a general offer like, "We will improve our performance", ask them to explain the criteria by which it can be recognized that what has been promised has been delivered. It is important not to generalize but to be precise. The more exact you are the more likely the discussion process will be considered 'fair'. You can further develop your knowledge and skills of dealing with others and negotiating by attending a good negotiation class or management course.
Source: Richard Stone Link
For Negotiation
Class information please
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