How do you feel about the negotiation? Does it make you nervous, angry, excited?
Recognising these emotions in the moment helps you reflect on how they might affect your decision-making and behaviour.
If you are nervous, you may be more likely to rush to an outcome. If you feel threatened, you might be more aggressive than you mean to be.
","_shouldSetCompletion":false,"_revealGraphicLayout":"top","_revealGraphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_graphic":{"caption":"","srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de62df23c7e2f7c3ddd3808","_extension":"png","_type":"image"}}},{"itemIndex":1,"_id":"57822eaa41b6a53e2f346869","text":"Having recognised your emotions, it's crucial that you regulate them. This means controlling them, rather than letting them control you.
For example, you might feel defensive if the person you are negotiating with says something which you take as a criticism. How will you respond?
Lashing out or taking an aggressive stance is unlikely to help you reach a positive outcome. By regulating this emotion, you acknowledge that you have felt it but do not let it shape your behaviour.
Instead, ask yourself what response is most likely to help you achieve your desired outcome?
","title":"Self-regulation","_shouldSetCompletion":false,"_revealGraphicLayout":"top","_revealGraphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_graphic":{"caption":"","srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de62dfb3c7e2f7c3ddd3809","_extension":"png","_type":"image"}}},{"_id":"57822ea541b6a53e2f346866","itemIndex":2,"text":"Why do you want to achieve success in the negotiation? Are you externally motivated, by the instructions of your manager or because it could result in a bonus? Or are you internally motivated, by the desire to prove yourself or because you enjoy solving difficult problems?
Recognising why you are motivated to engage in the negotiation can help you identify if you are pursuing an agreement for the wrong reasons.
For example, perhaps your manager has asked you to negotiate an agreement. You don't want to let them down, but that motivation not to disappoint should not drive you towards making a bad agreement.
","title":"Internal motivation","_shouldSetCompletion":false,"_revealGraphicLayout":"top","_revealGraphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_graphic":{"caption":"","srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de62e053c7e2f7c3ddd380a","_extension":"png","_type":"image"}}},{"title":"Empathy","_id":"57822eaf41b6a53e2f34686a","itemIndex":3,"text":"Empathy is the ability to understand and identify the emotions, wants, needs and beliefs of others.
In a negotiation, it means recognising how the other person is feeling and responding accordingly.
For example, if you notice they are becoming defensive, this might not be in your interest. Perhaps, in this situation, you want to diffuse the situation.
If they seem incredibly happy with how the negotiation is going, perhaps you want to ask yourself whether your are conceding too much?
","_shouldSetCompletion":false,"_revealGraphicLayout":"top","_revealGraphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_graphic":{"caption":"","srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de62e0e3c7e2f7c3ddd380b","_extension":"png","_type":"image"}}},{"_id":"57822ea841b6a53e2f346868","itemIndex":4,"text":"Social skills are the ability to network and build relationships.
In a negotiation, they are crucial for building rapport with your opposite number. Although it can sometimes feel like it, negotiations do not need to be confrontational.
If you can set a tone of collaboration towards a mutually acceptable agreement, from the outset, the negotiation process will be far easier and more enjoyable.
","title":"Social skill","_shouldSetCompletion":false,"_revealGraphicLayout":"top","_revealGraphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_graphic":{"caption":"","srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de62e173c7e2f7c3ddd380c","_extension":"png","_type":"image"}}}],"_shouldDisableItemTitles":true,"_shouldCenterCaption":false,"_shouldDisplayCaptionOverGraphic":false,"_shouldShowMarking":false,"_isExploratoryQuestion":false,"_interactionLabel":{"_complete":{"icon":"finger-tap","label":"Select each icon to view some useful tips. "},"_incomplete":{"label":"Select each icon to view some useful tips.","icon":"finger-tap"},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Skill 3 Text Reveal","_evolveTags":[],"_updatedAt":"2020-02-14T14:29:28.084Z","_createdAt":"2019-10-24T07:41:49.555Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48","body":"The following five aspects of emotional intelligence were coined by psychologist and author Daniel Goleman, in his core text on this concept.
"},{"_id":"5db155bd8fae6e068e01d975","_component":"media","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d974","__v":0,"instruction":"","_refId":"59afb42b0f090be73644f8b2","_classes":"","ariaLabel":"","body":"If you've finished recording your ideas, listen to the advice Anna Daptor gives Carrie to hear how it compares to yours.
","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":true},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_transcript":{"body":"Anna Daptor: Welcome back, listeners! Before the break we were chatting to project manager Carrie, who has a difficult relationship with her supplier. Let’s see if we can help her… Carrie, are you still there?
Carrie: Still here, Anna!
Anna Daptor: Great. There are really three outcomes to any negotiation that results in an agreement. Win-Lose, Lose-Lose, and Win-Win. What outcome do you think you’re heading towards?
Carrie: Hmm… probably Lose-Lose, at this point. I think this project is going to be late and over budget, and I’m pretty sure that with the cost-cutting this supplier has done, they’re not going to be making a fortune on it either.
Anna Daptor: Ah! Now let’s pause there, Carrie. The supplier has been cutting costs for you?
Carrie: Yes, they’ve done their best.
Anna Daptor: That sounds like they’ve been willing to make concessions. What have you conceded?
Carrie: Well, nothing. I’ve been focused on getting the best outcome for my organisation.
Anna Daptor: Have you, though? You’ve already said you’re heading towards a Lose-Lose outcome. Sometimes, the best outcome might mean giving in on some points. Remember, it’s not just about this agreement. It’s about the long-term relationship with the supplier. If this is an IT project, you’re probably going to need to work with them for years to come.
Carrie: That’s true… so how do I achieve that outcome?
Anna Daptor: First, it sounds like you need to build trust. You don’t trust the costs they’re giving you, even though they’ve cut them, so why is that? What would you need to trust the other party? Then, how can you help them to help you? You said requirements have changed… OK, but that doesn’t necessarily have to mean ‘more’. What can you remove from those requirements to make the scope of the project more manageable?
Carrie: This sounds more like a partnership than a client/supplier relationship?
Anna Daptor: Exactly! You don’t just want to ‘win’ this agreement, at their expense. That’s a Win-Lose outcome. Instead, you want a Win-Win agreement that they are happy with too, so that you can continue to deliver results together in the future. I hope that’s helped, Carrie!
Carrie: You’ve definitely adjusted my perspective, Anna, and I can see I need to adjust my expectations.
Anna Daptor: Best of luck with the project Carrie, thanks for calling in!
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In practice, this might mean offering additional resource as: 'a way to free up your time so that you can focus on the areas more important to you'.
This does not mean making up benefits where none exist. Instead, it's a case of connecting the dots between what you are offering and how it helps the other person.
","title":"Focus on benefits","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5de8d1ed3c7e2f7c3ddd3aa0"}}},{"title":"Be honest","_id":"59ae7cf90f090be73644f87c","itemIndex":1,"body":"You can persuade people by 'talking up' your offer, but this can lead to later disappointment, erosion of trust and the end of that working relationship.
Instead, cultivate a reputation for honesty so that, when you do make an offer or seek a concession, the other party knows you have done so in good faith and in the interests of establishing a workable agreement.
","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de634783c7e2f7c3ddd380e","_extension":"png","_type":"image"}}},{"itemIndex":2,"_id":"59ae7cf90f090be73644f87d","body":"At work, most of us face competing demands on our time and resources. This creates a useful sense of urgency for negotiations.
Suppose you offer to complete a piece of work within the next month. That's an attractive offer that the other party might wish to consider, but by pointing out that you would need to start in the next week in order to do so, you encourage them to make a quick decision.
However, if you create a sense of urgency and then backtrack because it doesn't work, this can undermine your credibility.
","title":"Create urgency","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de634933c7e2f7c3ddd3810","_extension":"png","_type":"image"}}},{"body":"People can be nervous about making agreements. Unless there is an urgent reason to do so, they often like to pause before committing so that they have the option of backing out.
You can reduce the risk of this happening by recognising when an agreement has been reached, clearly articulating what both parties have agreed, and asking for confirmation that this commitment has been made.
","_id":"59ae7cfa0f090be73644f87e","itemIndex":3,"title":"Close with confidence","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5de6349e3c7e2f7c3ddd3811","_extension":"png","_type":"image"}}}],"_shouldReloadGifs":false,"_shouldDisplayContentOnTop":false,"_narrativeLayout":"Right","prevButtonAriaLabel":"previous slide","nextButtonAriaLabel":"next slide","_interactionLabel":{"_location":"before widget","_incomplete":{"icon":"finger-tap","label":"Select the arrows to swipe through tips for persuading others."},"_complete":{"label":"Select the arrows to swipe through tips for persuading others.","icon":"finger-tap"}},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Narrative Title","_evolveTags":[],"_updatedAt":"2020-02-14T14:30:04.198Z","_createdAt":"2019-10-24T07:41:49.618Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d94f","_component":"graphic","_layout":"right","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d94d","__v":0,"_refId":"59aea0f40f090be73644f892","_classes":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphic":{"lightboxSrcAdvanced":{"_setImagePerDeviceSize":false},"_isLightboxEnabled":false,"small":{"_id":"569f9dbe2d28673b4fec0d1e","_extension":"jpeg","_type":"image","_size":"small"},"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5d03afc71f25916ae7cce25c"},"_isExternalLink":false},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_contentWidth":100,"layout":"top","_shouldEnableGraphicText":false,"_interactionLabel":{"_location":"before widget"},"_isInteractionLabelEnabled":false,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Graphic Title","_evolveTags":[],"_updatedAt":"2019-10-24T07:41:49.496Z","_createdAt":"2019-10-24T07:41:49.496Z","_type":"component"},{"_id":"5db155bd8fae6e068e01d97b","_component":"accordion","_layout":"left","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d97a","__v":0,"instruction":"A summary of the key points in this section is provided below.","_refId":"59afc0c00f090be73644f8c4","_classes":"","ariaLabel":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_items":[{"body":"There are three possible outcomes to a negotiation: Win-Lose, Lose-Lose, and Win-Win. At work, or in any situation where you are likely to need a positive future relationship with the other party, you should try to seek a Win-Win outcome where both sides are satisfied.
","itemIndex":0,"_id":"59ad6cbe0f090be73644f873","title":"Seek a Win-Win outcome","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"title":"Recognise informal negotiations","_id":"59ad6ca60f090be73644f872","itemIndex":1,"body":"In the scenario, Toby was preparing to negotiate with his manager. But, throughout the day, he also had to negotiate on a smaller scale: with his daughter, with his colleagues, and with his team. Use your newfound negotiation skills whenever you need to make an agreement, large or small.
","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"title":"Don't get caught out! ","_id":"59ad6cc50f090be73644f874","itemIndex":2,"body":"Toby often found himself in a negotiation with no time to prepare an ideal, realistic and fallback position. Remember the techniques that Toby used in these situations: asking for more details, clarifying what is required, making agreement contingent on other factors, and promising to come back later with a decision.
","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"In the scenario above, we saw who Toby needs to negotiate with each day: his daughter, his manager, his team. In each case, Toby needs to maintain a relationship with these people into the future.
As you negotiate, you may find that a short-term win could cost you a long-term relationship. Make sure to take a longer-term view where required.
","title":"Maintain a relationship","_id":"5df100e971e5916fa6d9aaf4","itemIndex":3,"_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"}],"_shouldShowCheckIcon":false,"_interactionLabel":{"_complete":{"label":"Select each label to view a description.","icon":"finger-tap"},"_incomplete":{"icon":"finger-tap","label":"Select each label for a recap."},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Accordion Title","_evolveTags":[],"_updatedAt":"2020-02-14T14:32:09.778Z","_createdAt":"2019-10-24T07:41:49.840Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d97c","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d97a","_layout":"right","_component":"graphic","__v":0,"_refId":"59afc0c00f090be73644f8c3","_classes":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphic":{"_isExternalLink":false,"src":{"_type":"image","_extension":"jpeg","_id":"5dfb4a7971e5916fa6d9b45a"},"srcAdvanced":{"_setImagePerDeviceSize":false},"small":{"_id":"569f9dbe2d28673b4fec0d1e","_extension":"jpeg","_type":"image","_size":"small"},"_isLightboxEnabled":false,"lightboxSrcAdvanced":{"_setImagePerDeviceSize":false}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_contentWidth":100,"layout":"top","_shouldEnableGraphicText":false,"_interactionLabel":{"_location":"before widget"},"_isInteractionLabelEnabled":false,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Summary 1 Graphic","_evolveTags":[],"_updatedAt":"2019-12-19T10:01:33.834Z","_createdAt":"2019-10-24T07:41:49.844Z","_type":"component","_updatedBy":"5a8be24000880853c41377f0"},{"_id":"5db155bd8fae6e068e01d98a","_component":"links","_layout":"left","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d989","__v":0,"body":"This second checklist can be used during the negotiation. Keep it covered, in a folder or similar, but refer to it every now and again as a prompt.
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An effective negotiation should result in a positive foundation for future work, and an outcome that the other party are willing to defend if they face opposition from their stakeholders.
It is not necessarily about profit margin and neither side should feel like they have defeated the other, as this is unlikely to foster mutual trust as you go on to work together.
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An effective negotiation should result in a positive foundation for future work, and an outcome that the other party are willing to defend if they face opposition from their stakeholders.
It is not necessarily about profit margin and neither side should feel like they have defeated the other, as this is unlikely to foster mutual trust as you go on to work together.
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An effective negotiation should result in a positive foundation for future work, and an outcome that the other party are willing to defend if they face opposition from their stakeholders.
It is not necessarily about profit margin and neither side should feel like they have defeated the other, as this is unlikely to foster mutual trust as you go on to work together.
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","displayTitle":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_items":[{"body":"Negotiation is a discussion intended to produce an agreement. It is the process of bargaining between two or more interests. It can be big, as when dealing with another company on behalf of your organisation, or small, as when you attempt to influence another manager to provide resources for your team.
","itemIndex":0,"_id":"59ad6ca60f090be73644f872","title":"What negotiation is","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"title":"What an effective negotiation looks like","_id":"59ad6cbe0f090be73644f873","itemIndex":1,"body":"An effective negotiation is one where both parties achieve their goals. This might involve concessions on both sides, but neither side should feel like they have 'lost'.
For example, a supplier might agree to meet your imminent deadline, if you agree to pay for the additional resources required to do so.
","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"Ultimately, the outcome of any negotiation should be win/win: a workable agreement that both sides are invested in, are willing to defend if challenged, and are confident that the follow-up work is reasonable and realistic.
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","itemIndex":0,"_id":"59aea3ad0f090be73644f896","_range":{"_max":3,"_min":0}},{"itemIndex":1,"_id":"59aea3b70f090be73644f897","feedback":"You said that you are reasonably confident in listening effectively. As you practise negotiating, try focusing not just on what your opposite number is saying, but what they are not saying. Can you tell when they are concealing information, or saying too much?
","_range":{"_max":7,"_min":4}},{"_id":"59aea3c10f090be73644f898","itemIndex":2,"feedback":"It's great that you feel confident practising effective listening. How can you leverage this skill to maximise the value of negotiations for you and your organisation?
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This practice doesn't have to take place in negotiations, either. If you can start noticing how you react emotionally to everyday conversations, you can factor these insights into the way that you behave and build up this skill from there.
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","itemIndex":0,"_id":"59aea3ad0f090be73644f896","_range":{"_max":3,"_min":0}},{"itemIndex":1,"_id":"59aea3b70f090be73644f897","feedback":"You said that you're reasonably confident making decisions. As you build your confidence, you could pause the negotiations to check your decisions with other stakeholders or to do more background research. This also gives the other party time to reflect on what they want - and what they can give away.
","_range":{"_max":7,"_min":4}},{"_id":"59aea3c10f090be73644f898","itemIndex":2,"feedback":"You said that you are very confident making decisions. This will be particularly important in negotiations where ambiguity is high, perhaps because you want to collaborate with another party but are not totally clear on what shape that work will take.
","_range":{"_max":10,"_min":8}}],"_shouldDisplayFeedbackInline":false,"_shouldShowDisplayTitleInFeedback":true,"_hideFeedbackIcon":false,"_labels":{"_selected":"Selected","_max":"Highly confident","_min":"Not confident"},"_step":1,"_range":{"_max":10,"_min":0},"_interactionLabel":{"_complete":{"label":"Indicate your current confidence level using the slider below.","icon":"graph"},"_incomplete":{"label":"Indicate your current confidence or skill level using the slider below.","icon":"graph"},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Confidence Slider 2","_evolveTags":[],"_updatedAt":"2020-02-14T14:28:55.460Z","_createdAt":"2019-10-24T07:41:49.531Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d97e","_component":"text","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d97d","__v":0,"body":"In the next and final section you'll find some useful resources to help you continue developing your negotiation skills and practice.
","instruction":"","_refId":"59afc0c00f090be73644f8c2","_classes":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_interactionLabel":{"_complete":{"label":"Select the arrow below to continue.","icon":"arrow-right-circle"},"_incomplete":{"label":"Select the arrow below to continue.","icon":"arrow-right-circle"},"_location":"after instruction"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Text Title","_evolveTags":[],"_updatedAt":"2020-11-12T10:22:59.404Z","_createdAt":"2019-10-24T07:41:49.850Z","_type":"component","_updatedBy":"59a95b0c0f59f2cd39837af7"},{"_id":"5db155bd8fae6e068e01d998","_component":"links","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d997","__v":0,"_refId":"59afc4710f090be73644f8dd","instruction":"","_classes":"","ariaLabel":"","body":"It's a good idea to download your reflections now and use them to plan the next stage of your negotiation journey.
Use the action plan template below to record the activities you're going to undertake.
Good luck with the rest of your negotiation learning journey!
Your reflections have been saved and will
be available for review later in Negotiation 101.
How far do you already have the skills of a master negotiator? Take a few minutes to reflect on your capabilities.
If you need more inspiration, these questions might help.
Sajid's approach to negotiation was effective because:
A summary of the key points in this section is provided below.
","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_items":[{"title":"The negotiation process","_id":"59ad6ca60f090be73644f872","itemIndex":0,"body":"Negotiation starts before the discussion begins, and ends when the agreement is implemented. It's about preparing the positions you can accept, seeking common ground and agreeing a workable solution.
","_itemGraphicLayout":"right","_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"Try to be adaptable in your negotiations. Assess the other party's style and judge whether you should adjust your approach. Or you can use game theory to identify possible decisions that the other party might make, and plan out how you would respond to them ahead of the discussion.
","title":"Adapting your style","_id":"5db166678fae6e068e01d9be","itemIndex":1,"_itemGraphicLayout":"right","_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"In most negotiations, neither side is likely to get exactly what they want. But the best way to find a common ground is to start from your ideal outcome, then make tactical concessions towards the middle. What can you afford to give away, that the other party will value highly? What can you get in return for this concession?
","itemIndex":2,"_id":"59ad6cbe0f090be73644f873","title":"Making concessions","_itemGraphicLayout":"right","_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"title":"Walking away","_id":"59ad6cc50f090be73644f874","itemIndex":3,"body":"A negotiation does not have to end in an agreement. If you can identify your BATNA (the best alternative), before you start the negotiation, you will enter the discussion knowing that you have other options. You can even use the threat of walking away as leverage.
","_itemGraphicLayout":"right","_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"}],"_shouldShowCheckIcon":false,"_interactionLabel":{"_complete":{"icon":"finger-tap","label":"Select each label for a recap."},"_incomplete":{"label":"Select each label for a recap.","icon":"finger-tap"},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Accordion Title","_evolveTags":[],"_updatedAt":"2020-02-14T14:27:20.416Z","_createdAt":"2019-10-24T07:41:49.458Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d92d","_component":"mcq","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d92c","__v":0,"body":"","instruction":"2. How can an effective negotiation benefit your organisation?","_refId":"59ad69a40f090be73644f86e","_classes":"","ariaLabel":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":true},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_feedback":{"_shouldUseGlobalCorrectFeedback":false,"_incorrect":{"_shouldUseGlobalIncorrectFeedback":false,"notFinal":"That's not right; reset and have another go.
","final":"That's not right.
An effective negotiation achieves organisational goals through a stable agreement, where both sides have made some concessions but are satisfied that the solution is in both their interests.
This should be a key focus of any negotiation: a workable solution.
It is OK to make concessions to reach that agreement, but you should not focus on making the other party happy at the expense of a long-term solution. After all, if everyone leaves happy, but the agreement is unworkable, that agreement won't last for long.
"},"_partlyCorrect":{"_shouldUseGlobalPartlyCorrectFeedback":false,"final":"That's only partly right.
An effective negotiation achieves organisational goals through a stable agreement, where both sides have made some concessions but are satisfied that the solution is in both their interests.
This should be a key focus of any negotiation: a workable solution.
It is OK to make concessions to reach that agreement, but you should not focus on making the other party happy at the expense of a long-term solution. After all, if everyone leaves happy, but the agreement is unworkable, that agreement won't last for long.
","notFinal":"That's only partly right; reset and have another go.
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An effective negotiation achieves organisational goals through a stable agreement, where both sides have made some concessions but are satisfied that the solution is in both their interests.
This should be a key focus of any negotiation: a workable solution.
It is OK to make concessions to reach that agreement, but you should not focus on making the other party happy at the expense of a long-term solution. After all, if everyone leaves happy, but the agreement is unworkable, that agreement won't last for long.
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Nitika has some options:
1. she could encourage him to take the lower salary (lowest salary candidate will accept)
2. she could offer a higher salary (highest salary Nitika could offer)
3. or she could take the Best Alternative To a Negotiated Agreement (BATNA): either offering the role to someone else or seeking new candidates.
In other words, in any negotiation, there is an area of possible agreement. However, both parties also have alternatives to this agreement, and must decide when the BATNA becomes more attractive than a negotiated outcome.
","title":"Nitika needs to decide when to walk away","itemIndex":0,"_id":"59ae9ae70f090be73644f88a","tabText":"BATNA","_itemGraphicWidth":"half","_itemGraphicLayout":"top","_graphic":{"srcAdvanced":{"small":{"_type":"image","_extension":"jpeg","_id":"569f9dbe2d28673b4fec0d1e"},"large":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"extraLarge":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5de65ca53c7e2f7c3ddd3833"}}},{"body":"Sales manager Lawrence often has to deal with difficult customers, and today is no exception. Mr Barnes has called up to complain about a lengthy delay to his order. He expects a discount and quick resolution.
Lawrence knows that people have different negotiation styles. Author Gavin Kennedy describes four of these:
At first, Lawrence thinks Mr Barnes is an owl. He has identified a problem with his order and wants to seize the opportunity for a discount. So Lawrence apologises and checks the account to see what he is entitled to.
However, it becomes apparent that Mr Barnes was late returning his contract. Now Lawrence suspects he's a fox, trying to exploit Lawrence's organisation, so Lawrence asks careful questions to unpick Mr Barnes' claim.
","itemIndex":1,"_id":"59ae9aea0f090be73644f88b","tabText":"Sheep, donkeys, foxes and owls","title":"Lawrence changes his approach during a negotiation","_itemGraphicWidth":"half","_itemGraphicLayout":"top","_graphic":{"srcAdvanced":{"small":{"_type":"image","_extension":"jpeg","_id":"569f9dbe2d28673b4fec0d1e"},"large":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"extraLarge":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5dde8c19641516260355a416"}}},{"title":"Chen tries to predict his partner's decisions","tabText":"Game theory","_id":"59ae9adf0f090be73644f889","itemIndex":2,"body":"Bid manager Chen is collaborating with a partner company on a joint proposal. He wants to make sure that the proposal is accepted by their client, but is more interested in maximising revenue for his organisation than for the partner.
Ideally, Chen's company will lead on the proposal. This will give them control over the work that takes place. However, if this doesn't happen, Chen's best outcome is to take a back seat. He doesn't want his company involved in lengthy meetings that they can do little to influence.
The problem is that Chen knows his partner will be thinking the same thing. With game theory, Chen maps out these possible outcomes, tries to predict what his bidding partner will do, and negotiates accordingly. He particularly wants to avoid the worst possible outcomes: where both partners are squabbling for control or neither wants to lead.
","_itemGraphicWidth":"half","_itemGraphicLayout":"top","_graphic":{"srcAdvanced":{"small":{"_type":"image","_extension":"jpeg","_id":"569f9dbe2d28673b4fec0d1e"},"large":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"extraLarge":{"_id":"581c844c06a9171340f02e85","_extension":"jpeg","_type":"image"},"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5de6477c3c7e2f7c3ddd381f"}}}],"_interactionLabel":{"_complete":{"label":"Select each tab to view an example.","icon":"finger-tap"},"_incomplete":{"icon":"finger-tap","label":"Select each tab to view an example."},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Tabs Title","_evolveTags":[],"_updatedAt":"2020-02-14T14:27:10.796Z","_createdAt":"2019-10-24T07:41:49.441Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48","body":"There are a number of different tools and techniques that you can use, in a negotiation, to help you make decisions, adapt your style, and anticipate how the other party will respond. Let's take a look at some of these tools in action.
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In the next section you'll be given the opportunity to put your negotiation skills to the test!
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Negotiations have three possible outcomes: lose-lose, win-lose, or win-win.
At work, we most often want a win-win solution, because in almost every scenario you will want to work with the other party in the future.
Finding a solution that is good for you, and good for them, reduces conflict and demonstrates your ability to work with others to deliver on outcomes.
","_partlyCorrectNotFinalGraphic":{"_position":"right","srcAdvanced":{"_setImagePerDeviceSize":false}},"_partlyCorrectFinalGraphic":{"_position":"right","srcAdvanced":{"_setImagePerDeviceSize":false}},"_incorrectNotFinalGraphic":{"_position":"right","srcAdvanced":{"_setImagePerDeviceSize":false}},"_incorrectFinalGraphic":{"_position":"right","srcAdvanced":{"_setImagePerDeviceSize":false}},"_correctGraphic":{"_position":"right","srcAdvanced":{"_setImagePerDeviceSize":false}},"_partlyCorrect":{"notFinal":"That's only partly right; reset and have another go.
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Negotiations have three possible outcomes: lose-lose, win-lose, or win-win.
At work, we most often want a win-win solution, because in almost every scenario you will want to work with the other party in the future.
Finding a solution that is good for you, and good for them, reduces conflict and demonstrates your ability to work with others to deliver on outcomes.
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Negotiations have three possible outcomes: lose-lose, win-lose, or win-win.
At work, we most often want a win-win solution, because in almost every scenario you will want to work with the other party in the future.
Finding a solution that is good for you, and good for them, reduces conflict and demonstrates your ability to work with others to deliver on outcomes.
","notFinal":"That's not quite right; reset and have another go.
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Ready to begin?
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He’s just standing up to get his car keys when his daughter Lucy comes into the kitchen and asks if she can borrow the car for the day.
","itemIndex":1,"_editorColor":"#666666","_editorPosition":{"y":348,"x":317},"_options":[{"_id":"59afbb9d0f090be73644f8b9","_itemId":"5aea2cc4de72f26ef7fc801b","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":10,"optionText":"Ask why she needs the car – if it’s important, he’ll need her to drive him to work."},{"_id":"59afbbad0f090be73644f8ba","_itemId":"5aaba1501fc6266e6f05ca6e","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":5,"optionText":"Offer to drive her wherever she needs to get to on his way to work."},{"_itemId":"5aea2cbade72f26ef7fc801a","_id":"59afbbb80f090be73644f8bb","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":0,"optionText":"Explain he needs the car for work. It’s a bit late to be asking."}],"linkButtonText":"Link Button Text","_linkType":"none","_progressMilestonePercentage":10,"_isScoreItem":false,"_isCorrectItem":false,"_isInitialItem":false,"_timerDuration":20,"_hasTimer":false,"_shouldRandomiseOptions":true,"_itemLayout":"top","_hideOptionsUntilMediaEnd":false,"_canAutoPlay":false,"_youtube":{"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false},"_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_gif":{"src":{"_id":"5ab270cf4bab067452d61a65","_extension":"gif","_type":"image"}},"_video":{"_transcript":{"button":"Open transcript"}},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5dea308371e5916fa6d9a048"}},"_mediaType":"image"},{"instruction":"How should Toby respond?","itemIndex":2,"body":"Toby arrives at work and heads to his desk. His drive with Lucy meant that he didn’t have time to think about his business case, but he can get to it first thing.
Then his manager, Tracey, comes over.
Tracey wants him to sit in on a resources meeting that morning. She’d do it, but she’s needed elsewhere. Toby can feel his eye twitching.
","_id":"5aaac21f1fc6266e6f05ca43","_editorColor":"#666666","_editorPosition":{"y":351,"x":1008},"_options":[{"_id":"5aaac25e1fc6266e6f05ca48","_itemId":"5aaac2271fc6266e6f05ca44","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":10,"optionText":"Agree to attend the meeting. It’ll keep Tracey happy and help inform his business case for later."},{"_itemId":"5aaac22e1fc6266e6f05ca45","_id":"5aaac2601fc6266e6f05ca49","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":5,"optionText":"Agree to attend but make it clear that he’s also busy. That’s why he wants to hire someone new for the team."},{"_id":"5aaac2611fc6266e6f05ca4a","_itemId":"5aaac2321fc6266e6f05ca46","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":0,"optionText":"Point out the irony of not being able to attend a resourcing meeting because you’re too busy."}],"linkButtonText":"Link Button Text","_linkType":"none","_progressMilestonePercentage":30,"_isScoreItem":false,"_isCorrectItem":false,"_isInitialItem":false,"_timerDuration":20,"_hasTimer":false,"_shouldRandomiseOptions":true,"_itemLayout":"top","_hideOptionsUntilMediaEnd":false,"_canAutoPlay":false,"_youtube":{"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false},"_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"}},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5dea30bd71e5916fa6d9a04c"}},"_mediaType":"image"},{"instruction":"","itemIndex":3,"body":"Good idea! Toby may not like it, but he needs to keep his eye on the big picture.
Later today, he’ll have a chance to speak to Tracey about the pressures he faces and his need to recruit. For now, it’s better to be supportive. He wants to convey to Tracey that they share the same goals, and it’s in all of their interests to expand capacity.
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Tracey points out that they can talk about it later at their meeting but is clearly annoyed. It would have been better for Toby to keep an eye on the big picture and not let his emotions get the better of him
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Now Toby has to go to the resources meeting and has irritated Tracey ahead of asking her to authorise a new hire. It would have been better if Toby had kept his eye on the big picture and kept his emotions in check.
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One of Toby’s colleagues suggests that his team might be best placed to research this new area.
","_id":"5aaac3d11fc6266e6f05ca4b","instruction":"How should Toby respond?","_editorColor":"#666666","_editorPosition":{"y":360,"x":1676},"_options":[{"_itemId":"5aaac40f1fc6266e6f05ca4c","_id":"5aab8d811fc6266e6f05ca52","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":10,"optionText":"Clarify what the board require to make their decision and agree to do so if his request for additional resource is approved. "},{"_id":"5aab8d821fc6266e6f05ca53","_itemId":"5aaac4131fc6266e6f05ca4d","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":5,"optionText":"Ask that the department heads come up with a plan for what will be presented to the board so that the scope of the research doesn’t go any further than it needs to."},{"_itemId":"5aaac4161fc6266e6f05ca4e","_id":"5aab8d831fc6266e6f05ca54","_textColor":"transparent","_backgroundColor":"transparent","_shouldHideOption":false,"_automaticallySelectOnTimerEnd":false,"_scoreRequired":0,"_score":0,"optionText":"Explain his ongoing resourcing difficulty. His team are struggling as it is and this new research project is not going to be possible."}],"linkButtonText":"Link Button Text","_linkType":"none","_progressMilestonePercentage":50,"_isScoreItem":false,"_isCorrectItem":false,"_isInitialItem":false,"_timerDuration":20,"_hasTimer":false,"_shouldRandomiseOptions":true,"_itemLayout":"top","_hideOptionsUntilMediaEnd":false,"_canAutoPlay":false,"_youtube":{"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false},"_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"}},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5dea30f271e5916fa6d9a050"}},"_mediaType":"image"},{"instruction":"","_id":"5aaac40f1fc6266e6f05ca4c","body":"Good idea! The scope of this research project is a bit ambiguous. Will it take a couple of days, or weeks of work?
Toby has done well to play it safe. By clarifying what the board need, he’ll get a better sense of the work involved. And by connecting his agreement to the possibility of increased resources, he strengthens his argument for later – while also preparing the way to say ‘no’ if his request for a new hire is turned down.
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But his team are already stretched and there’s no guarantee that his manager will approve his request for a new hire. If that doesn’t happen, Toby is going to have to come back to the department heads and explain that their solution was unworkable.
A better outcome would have been to agree to the request – if he gets his new hire approved.
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A better approach would have been to deal with some of the ambiguity involved in this project and to connect his agreement to the possibility of getting approval to expand his team later that day.
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Peter explains that he recently separated from his wife and must now work out what to do about custody of their children. He’d like Toby’s approval to reduce his hours to four days a week, with Fridays off.
Toby’s initial reaction is that this will be far too difficult for his already over-stretched team.
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This avoids creating a difficult situation for Toby or promising an unworkable solution to Peter.
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What impact would these compressed hours have on the wider team? Will Peter’s longer working days cause him further difficulty in his personal life?
A better approach would have been to agree to seek a solution together.
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If Peter leaves, that will put the team under more pressure. And if Peter stays, will he be distracted by the difficulties he faces at home?
A better approach would have been to agree to seek a solution together.
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Tracey starts the meeting by acknowledging how difficult it has been lately. She’s noticed how hard everyone is working and wants to be able to approve a new hire but needs to know how they can justify it.
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Tracey clearly likes the idea of being able to deliver a piece of work for the board!
She’s sad to hear about Peter, but agrees that reducing his hours makes a new hire easier to justify. She needs to check some figures but agrees in principle.
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But the decision isn’t entirely up to Tracey. She needs to be able to justify hiring a new person and is vague about next steps. It would have been better to take an approach that offered a solution.
It could be that Toby gets his request, or Tracey might decide that other changes are required so that the team delivers value.
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Whatever the outcome, she needs to be able to justify it and threats are not going to get her anywhere. It would have been better to take an approach that offered a solution.
Tracey agrees to think about it, but almost immediately her mind turns to who on the team could step up to fill Toby’s shoes.
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When Lucy explains that she needs to get over town for an emergency dental appointment, Toby’s heart sinks. That’s completely out of his way in rush-hour traffic.
Of course he takes her, but he wishes he had asked for more details before agreeing.
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Toby’s not negotiating major deals, but the ability to negotiate is a core part of his day, at work and at home.
Being able to listen to what others are saying, make decisions, demonstrate emotional intelligence and persuade others are all skills that managers need in order to succeed.
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You made a reasonable attempt at negotiating throughout the day. Although Toby’s not negotiating major deals, we saw that the ability to negotiate is a core part of his day, at work and at home.
Being able to listen to what others are saying, make decisions, demonstrate emotional intelligence and persuade others are all skills that managers need in order to succeed.
You might want to revisit this scenario to see if you can improve your score.
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Although Toby’s not negotiating major deals, we saw that the ability to negotiate is a core part of his day, at work and at home.
Being able to listen to what others are saying, make decisions, demonstrate emotional intelligence and persuade others are all skills that managers need in order to succeed.
You might want to revisit this scenario to see if you can improve your score.
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Toby’s not negotiating major deals, but the ability to negotiate is a core part of his day, at work and at home.
Being able to listen to what others are saying, make decisions, demonstrate emotional intelligence and persuade others are all skills that managers need in order to succeed.
Can you get the top score?
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She snaps back that she’s just made an emergency dentist appointment and they could only fit her in first thing. How was she to know she’d need the appointment?
On hearing this, Toby drives her to the dentist, but they don’t speak in the car and all he gets is a muttered ‘Thanks’ as she gets out. Now he feels guilty and wishes he had asked for more details before initially rejecting Lucy's request.
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She explains that she’s just made an emergency dentist appointment, but that they could only fit her in first thing. She’ll make sure to drop him off on her way and can pick him up at 5pm.
With this new information, Toby agrees to lend her the car.
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Start your preparation by identifying three possible outcomes.
Then, try to find out a little about your negotiating partner. What do they want to achieve? Do you already share some common ground? Are they likely to negotiate aggressively or seek an amicable agreement?
","title":"Preparing to negotiate","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5de788713c7e2f7c3ddd3a40"}}},{"itemIndex":1,"_id":"59ae7cf90f090be73644f87d","body":"Start your negotiation by asking the other party to describe what it is they want to achieve, then follow this up with questions. Can you identify what is really important to them? Do you share any goals that could act as the foundation for an agreement?
If they insist that you make an opening offer, describe your ideal outcome but explain your reasons so that it cannot be easily dismissed.
As the negotiation continues, keep your cool and use neutral, value-free language. Constantly test your understanding and, if you disagree with the other party, ask them to explain their position rather than attacking them.
Avoid attacks that can provoke a defensive reaction and weak justifications for your position that can easily be dismissed.
","title":"Conducting the negotiation","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_id":"5dde6593641516260355a40b","_extension":"png","_type":"image"}}},{"body":"Concessions are one of the tools you can use to secure an agreement, but be careful. A 'goodwill' concession might be recognised as an opportunity to build trust or as a sign that you are a weak negotiator.
As far as possible, trade items that have low value to you but have high value to the other person. For example, you might not care whether work takes place this month or next but, if the other party has a strict deadline, they might offer you a major concession in order to meet it.
Ask yourself: what is your priority? And what is theirs?
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Crucially, ensure that all of the above is realistic.
If you agree to a solution that cannot be achieved, the success of the negotiation will be short-lived. If the other party seems to have doubts, it is best to address them before they become a problem.
For example, a supplier might give you an unrealistic price because they need the sale; or a colleague might promise to deliver a report because they do not feel they can say 'no'.
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You may also need to take your agreement to other stakeholders, like your project team, colleagues or manager, in order to get their sign off. If the agreement is robust, you should be able to defend the outcome and explain why it is good for them.
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Ideally both sides will feel like they’ve won.
Whether it’s clients or colleagues you need to persuade,
Look at your cards and get ready to trade!
Set out your position: what do you need?
Aim a bit high, so there’s room to concede.
Then ask open questions. What do they seek?
Look out for clues in the way that they speak.
Don’t give away, what you can’t bear to lose,
Don’t leave them defeated, their ego bruised.
As the barter begins, seek common ground,
Build up good will with an agreement that’s sound.
If everyone’s happy, you’re set for success,
A stronger commitment than half-hearted ‘yes’.
An ideal solution is one that's robust,
And ends in a feeling of mutual trust.
","button":"Transcript","_shouldNotDisplayTitleInPopup":false,"_shouldOpenTranscriptInPopup":false},"_audio":{"ariaLabel":"Select this button to play an audio description of the video.","_buttonText":"AD","_isEnabled":false},"_media":{"_isExternalLink":false,"mp4":{"_type":"video","_extension":"mp4","_id":"5dfacbfd71e5916fa6d9b405"},"_shouldAutoPlay":false,"_shouldHidePlayerControls":false,"_shouldHidePlayButton":false,"poster":{"_type":"image","_extension":"png","_id":"5e2af7e771e5916fa6d9dfb4"}},"_setCompletionOn":"play","_interactionLabel":{"_complete":{"label":"Select the play button to begin.","icon":"clapboard-play"},"_incomplete":{"icon":"clapboard-play","label":"Select the play button to begin."},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Media Title","_evolveTags":[],"_updatedAt":"2020-05-25T15:15:43.947Z","_createdAt":"2019-10-24T07:41:49.297Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d938","_component":"text","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d937","__v":0,"_refId":"59ad6cf10f090be73644f877","body":"In the next section you'll take a look at some case studies to dig a little deeper into negotiation.
","instruction":"","_classes":"","ariaLabel":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_interactionLabel":{"_complete":{"icon":"arrow-right-circle","label":"Select the arrow below to continue."},"_incomplete":{"icon":"arrow-right-circle","label":"Select the arrow below to continue."},"_location":"after instruction"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Text Title","_evolveTags":[],"_updatedAt":"2020-11-12T10:22:11.135Z","_createdAt":"2019-10-24T07:41:49.385Z","_type":"component","_updatedBy":"59a95b0c0f59f2cd39837af7"},{"_id":"5db155bd8fae6e068e01d93f","_component":"media","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d93e","__v":0,"_refId":"59ae7ed60f090be73644f884","_classes":"","ariaLabel":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":true},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_transcript":{"_shouldOpenTranscriptInPopup":false,"_shouldNotDisplayTitleInPopup":false,"body":"Narrator: Meet Sajid, a product manager for a telecommunications firm.
He’s spent the past few weeks preparing for a budget meeting with his product director, aware that the outcome of this discussion will likely set the tone for his team over the coming year.
He starts by identifying ideal, realistic and fallback positions, with detailed notes on what his team could achieve in each case – and with a particular emphasis on why anything lower than his fallback position will prevent his team delivering on their objectives.
The negotiation begins with Sajid asking a few questions.
Sajid: Thanks for making the time for this, Judy. I’ve been assessing what we would need to deliver on our objectives for next year, but really want to make sure I understand what those objectives are. Would you mind describing your ideal outcome for me?
Narrator: It quickly becomes apparent that product director Judy is ambitious. Her outcome for next year exceeds what Sajid thinks is realistic, and the budget she has in mind is lower than his fallback position.
But Judy’s explanation gives him time to think about what she is proposing and prepare his response.
Sajid: I think the whole team are keen to see that outcome, although it would be a challenge with that budget. I’ve projected what I think are realistic returns, given investment in a number of areas. Perhaps we could explore these in a bit more detail?
Narrator: Judy’s excited to get a better idea of what is possible, and Sajid’s preparation helps build his credibility. But, after a while, Judy starts to question some of Sajid’s estimates – which are based on his ideal outcome.
Sajid: There is some contingency built in to account for turnover on the team, so it might be that we can reduce this. But it would be useful to know which of these areas are the top priorities for you? If we can narrow our focus for next year, we can avoid spend on low-priority areas.
Narrator: Once Judy has a better idea of where investment could lead to returns, and once Sajid understands the pressure she’s under to deliver in certain areas, the two realise that they are in closer agreement than they originally thought. But Sajid is careful not to over commit.
Sajid: I think this project in particular poses a risk, Judy. I don’t want to be sitting here in a year’s time trying to explain why we failed to deliver. What if we take some time to explore alternative options? That also reduces the budget required across the team.
Narrator: Judy’s in agreement, and Sajid concludes the meeting by clarifying his team’s objectives, budget and timelines for the coming year. The final budget is a little lower than he would have liked, but he has managed to reduce his team’s objectives so that they can deliver on what is most important to Judy and to the organisation.
","button":"Transcript"},"_audio":{"ariaLabel":"","_buttonText":"AD","_isEnabled":false},"_media":{"_isExternalLink":false,"mp4":{"_id":"5dd7b5ec641516260355a216","_extension":"mp4","_type":"video"},"mobileMp4":{"_type":"video","_extension":"mp4","_id":"5dd7b5f3641516260355a217"},"_shouldAutoPlay":false,"_shouldHidePlayerControls":false,"_shouldHidePlayButton":false,"poster":null},"_setCompletionOn":"play","_interactionLabel":{"_complete":{"label":"Select the play button to begin.","icon":"clapboard-play"},"_incomplete":{"label":"Select the play button to begin.","icon":"clapboard-play"},"_location":"before widget"},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Media Title","_evolveTags":[],"_updatedAt":"2020-05-25T15:15:44.268Z","_createdAt":"2019-10-24T07:41:49.423Z","_type":"component","_updatedBy":"599fe39e0f59f2cd39837a48"},{"_id":"5db155bd8fae6e068e01d94a","_component":"text","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d949","__v":0,"body":"In the next section you'll get some tips for improving the skills you need for effective negotiation.
","instruction":"","_refId":"59ae9bfa0f090be73644f891","_classes":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_interactionLabel":{"_location":"after instruction","_incomplete":{"icon":"arrow-right-circle","label":"Select the arrow below to continue."},"_complete":{"icon":"arrow-right-circle","label":"Select the arrow below to continue."}},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Text Title","_evolveTags":[],"_updatedAt":"2020-11-12T10:22:28.586Z","_createdAt":"2019-10-24T07:41:49.474Z","_type":"component","_updatedBy":"59a95b0c0f59f2cd39837af7"},{"_id":"5db155bd8fae6e068e01d954","_component":"narrative","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d953","__v":0,"instruction":"","ariaLabel":"","_classes":"","_createdBy":"599fe39e0f59f2cd39837a48","_refId":"5d0aa03e1f25916ae7cceae7","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":false},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_animations":{"_easing":"slow","_scaleIn":{"_from":0,"_isEnabled":false},"_fadeIn":{"_from":0,"_isEnabled":false},"_slideIn":true},"_canPulsate":true,"_items":[{"_id":"59ae7c360f090be73644f87b","itemIndex":0,"body":"Do you ever find yourself in conversations where, instead of listening to the person speaking, you are thinking of what to say next?
In a negotiation, we can be so keen to make our next killer argument that we don't really listen to the other person's point of view - and may miss crucial details that can help us negotiate.
","title":"Focus on the other person","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5df20d6d71e5916fa6d9ab9c"}}},{"_id":"5df0fec671e5916fa6d9aada","itemIndex":1,"body":"There is no need to rush. Take time to ask questions so that the speaker can expand on their meaning.
Asking plenty of questions helps you understand their perspective, and may encourage the other party to reveal more than they mean to.
","title":"Ask questions","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5df20d7871e5916fa6d9ab9d"}}},{"title":"Clarify meaning","_id":"59ae7cf90f090be73644f87c","itemIndex":2,"body":"Once you are satisfied that you have understood what the other party is trying to say, clarify their meaning before responding.
You can do this by summarising your understanding and asking them to confirm.
In many cases, this can also help them clarify their meaning, particularly if they are a prolific talker.
","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5df20d8271e5916fa6d9ab9e"}}},{"itemIndex":3,"_id":"59ae7cf90f090be73644f87d","body":"In a negotiation, the other party is often not telling you the whole story. They might make a concession seem like a big deal, when actually it has relatively little value to them.
How can you tell?
Like playing poker, look for signs that they might be bluffing. Do they drop eye contact? Do they stammer? Are they flustered when you ask a follow-up question?
","title":"Look for behavioural cues","_graphicTextStyles":{"_mobile":{"_fontColor":"transparent"},"_tablet":{"_fontColor":"transparent"},"_desktop":{"_fontColor":"transparent"}},"_graphicTextRightPadding":0,"_graphicTextLeftPadding":0,"_graphicTextBottomPadding":0,"_graphicTextTopPadding":0,"_graphicTextWidth":100,"_graphicTextLayout":"top","_shouldEnableGraphicText":false,"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false},"src":{"_type":"image","_extension":"png","_id":"5df20d8e71e5916fa6d9ab9f"}}},{"body":"Some of the highest profile negotiations of recent years have taken place in the political arena. In this context, the parties involved will sometimes go out of their way to be disrespectful. They will look away, cross their arms, and otherwise look uninterested.
In many cases this is theatre, played out for the news cameras. At work, you will likely have to cooperate with your opposite party in the future. So show respect, rather than trying to demean their argument by looking away.
","_id":"59ae7cfa0f090be73644f87e","itemIndex":4,"title":"Show respectWe are all affected by unconscious bias. One example, when it comes to negotiation, is the 'anchoring effect'. This takes place when we depend too heavily on an initial piece of information.
For example, assume you are negotiating with someone who quotes you a price of £20,000. Then he reduces his price to £18,000. That's a good deal!
Now assume he originally quoted you £16,000, but then increased his price to £18,000. That's the exact same deal as before, but sounds worse.
When negotiating, try to make decisions objectively, based on evidence and desired outcomes.
","itemIndex":0,"_id":"5ab5618863e99a24e1a97414","title":"Be objective","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"title":"Deal with ambiguity","itemIndex":1,"_id":"5ab5616f63e99a24e1a97411","body":"During a negotiation, the eventual outcome may not be clear at first. You need to decide what to do with imperfect, or incomplete, information.
Try not to get bogged down in the details. In the initial stages of a negotiation, it is more important that you identify a shared outcome that you can agree on. Then you can move onto the 'how'.
As discussions become more precise, ask questions to clarify who is doing what and break down difficult issues into more manageable discussion points.
","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"Weigh up every decision in light of the big picture. Is it worth spending time debating a minor point, if it creates extra hostility and prevents progress towards your ultimate outcome?
On the other hand, if you concede a point too easily, will the other party take it as a sign that they can easily get what they want?
For each decision, think about how it will affect the overall outcome of the negotiation, and not just that specific detail.
","_id":"5ab5618763e99a24e1a97413","itemIndex":2,"title":"Focus on the big picture","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"},{"body":"How will you decide when to walk away? We've already explored two possible options.
The first is the 'fallback position'. This is the worst outcome you could accept, before deciding that the agreement is not worth it. What is your fallback position?
The second is the 'Best Alternative To Negotiated Agreement', or BATNA. If you do decide to walk away, what will you do instead?
If you know these positions in advance of your negotiation, it is easier to end the discussion - or threaten to.
","title":"Walking away","itemIndex":3,"_id":"5ab5618663e99a24e1a97412","_itemGraphicLayout":"right","_videoStream":{"_options":{"_wistiaOptions":{"endVideoBehavior":"default","volumeControl":true,"smallPlayButton":true,"settingsControl":true,"qualityControl":true,"playerColor":"#5fbbff","playButton":true,"playbar":true,"playbackRateControl":true,"fullscreenButton":true,"controlsVisibleOnLoad":true,"autoPlay":false},"_shouldUseWistiaOptions":false,"_isLightTheme":false,"_isAllowFullscreen":true,"_isShowClosedCaptions":false,"_isHD":true,"_isKeyboardDisabled":false,"_isLoop":false,"_isAutoPlay":false},"_service":"youtube"},"_video":{"_transcript":{"button":"Open transcript"},"_shouldAutoPlay":false},"_graphic":{"srcAdvanced":{"_setImagePerDeviceSize":false}},"_mediaType":"image"}],"_shouldShowCheckIcon":false,"_interactionLabel":{"_location":"before widget","_incomplete":{"icon":"finger-tap","label":"Click each item below for some tips to improve your decision-making skills."},"_complete":{"label":"Click each item below for some tips to improve your decision-making skills.","icon":"finger-tap"}},"_isInteractionLabelEnabled":true,"_isQuestionType":false,"_links":{"_isEnabled":false},"title":"Accordion Title","_evolveTags":[],"_updatedAt":"2020-01-31T19:33:47.907Z","_createdAt":"2019-10-24T07:41:49.539Z","_type":"component","_updatedBy":"5a8be24000880853c41377f0"},{"_id":"5db155bd8fae6e068e01d971","_component":"media","_layout":"full","_courseId":"5db155bd8fae6e068e01d922","_parentId":"5db155bd8fae6e068e01d970","__v":0,"_refId":"59aebee70f090be73644f8ad","instruction":"","_classes":"","ariaLabel":"","_createdBy":"599fe39e0f59f2cd39837a48","_tags":{"_tagsList":[],"_isEnabled":false},"_stamps":{"_isEnabled":false},"_search":{"_searchTagIds":[]},"_reflection":{"_isEnabled":false},"_progress":{"_isEnabled":true},"_hint":{"_isEnabled":false},"_courseAttainment":{"_isEnabled":true},"_courseAssessment":{"_isEnabled":false},"_assignment":{"feedback":"","_isCorrect":false,"_isMarked":false,"_isEnabled":false},"_badges":{"_badgeIds":[]},"_points":{"_isEnabled":false},"_stars":{"_isEnabled":false},"_transcript":{"body":"[Jingle plays]
Anna Daptor: Hello there, listeners. I’m Anna Daptor and you’re listening to 101 FM, the show where conversations are always win-win. Today we’re talking negotiation, and we’ve got Carrie on the line. Tell us about yourself, Carrie!
Carrie: Hi Anna! I’m a project manager for a higher education institution and I’m responsible for commissioning a major new IT project. This work will help modernise our approach to distance learning, so it’s vital that we get it right, but I’m having some difficulty with my chosen supplier.
Anna Daptor: What’s the problem, Carrie?
Carrie: Well, we went through quite a lengthy procurement process to get to this point. That was great, because I was able to get detailed costings for each component of the work involved and take the time to assess the supplier’s ability to deliver. But once work started, the requirements started to evolve… I don’t think this should have come as a shock to anyone.
Anna Daptor: Sorry Carrie, I’m still not seeing the problem?
Carrie: Well they keep increasing their costs! They know what my budget is, and my deadline. I feel it’s up to them to work out how to deliver within those constraints. Otherwise I’m going to have to put the project back out to tender… and that is definitely going to mean a late delivery.
Anna Daptor: Alright, Carrie. That definitely sounds like a challenge! Before we get into how negotiation can help, let’s take a short break for the news and weather. Listeners, if you have any ideas for Carrie, you know the number! Get in touch and we’ll be back in five.
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