Dr. Rick Goodman shares useful tips on developing and using negotiation skills in work and everyday life. For more information visit www.rickgoodman.com and www.advantagecontinuingeducationseminars.com

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Breakthrough Negotiation
Skills
By Dr Rick Goodman

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Agenda Day 1
 Module 1: The process of win-win
negotiations
 Module 2: Understanding and Utilizing
Negotiation Concepts
 Module 3: The three phases and five stages
of negotiation.
 Module 4: Planning Your Negotiation
 Module 5: The Four Basic Principles of
Win-Win or Problem-Solving Negotiation

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Agenda Day 2
 Module 6: Communication Skills and
Negotiators Rapport Building
 Module 7: Communication Skills for
Negotiators Speaking Compellingly
 Module 8: Overcoming Deadlock
 Module 9: Follow-Up the Forgotten
Element in Negotiations

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Module 1: The Process of Win-
Win Negotiations
 Good Agreements
 Poor Agreements
 No Agreements

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Getting The Other Parties
Attention
 We need their attention to negotiate
 Applies to family, friends, boss, buyers
and vendors
 Unsophisticated negotiators will negotiate
without TOP’s attention

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What can you negotiate about
and who can you negotiate
with?

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The Two Elements in Any
Negotiation
 The substantive issue to be discussed
 The relationship you have with the other
party

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Negotiation Strategies Soft, Hard
and Problem-Solving
 Soft Negotiation
 Hard negotiation

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The Problem-Solving Model of
Negotiation
 Separate the people from the problem
 Focus on interests not positions
 Invent options for mutual gain
 Insist on using objective criteria

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When NOT to Use the Problem-
Solving Negotiation Strategy

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A soft negotiation strategy, where
you lose on the issue is your best
bet when
 The major issue is not important enough to
you to justify the risk or cost of winning
 Maintaining a relationship with the other
party is important to you
 The cost of winning would outweigh the
value of winning
 Time is of the essence
 There is no better alternative

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Soft negotiation saves time and
salvages relationships
 Can have personal negative consequences
for negotiator
 How will you feel in six months, if you
give in or lose on an issue now

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Hard Negotiation Strategy
 The issue is so important that winning
outweighs all other considerations
 You do not value the relationship at all
 It’s worth the time and expense
 You do not have a better alternative

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Walk-Away situations
 The issue is not important or is not worth
the time or money
 You have a low or no investment in
maintaining a relationship with the other
party

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Reaching Agreement Is Not the
Only Goal

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Module 2: Understanding and
Utilizing Basic Negotiation
Concepts

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Interests and Needs
 Organizational Need or Interests
 Individual Needs or Interests

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List some interests or needs of
almost all negotiators

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Defining Your Position
 Positive Aspects
 Negative Aspects

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Issues the Agenda Items of All
Negotiations
 Avoid Single Issue Negotiations
 Avoid Sequence Negotiations

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Breakthrough negotiation skills
 Constituencies
 Alternative Currencies
 Compromises

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Walk Away Alternatives
 The real power in negotiation lies with the
party who has the best WAWAs.
 It is perceptions that shape behavior, not
reality

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A Case in Point
 A key employee asks her boss for a salary
raise
 A few weeks later, the employee returns to
the negotiation with another job offer

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Should we share our WAWAs with
TOP ?

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Summary of Walk Away
Alternatives
 Preplanned your WAWAs
 Visualize yourself carrying out the
WAWAs
 Guess the other parties WAWAs
 Visualize the party carrying out those
WAWAs
 Continually seek to improve your
WAWAs

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Summary of Walk Away
Alternatives Cont.
 Do not share your WAWAs with the other
side unless the negotiation looks like it is
failing
 Understand that the party with the best
WAWAs has the most power in the
negotiation

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Module 3:The Three Phases and
Five Stages of Negotiation

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Phase 1: Before the Negotiation
 Comprehensive Planning and Preparation
 Analyze the interests
 WAWAs
 Issues
 Settlement ranges
 Strategies and possible solutions

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Phase 2: During the Negotiation –
The Five Stages

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Stage 1: Setting the Tone for the
Negotiation
 Building Relationship
 Ritual Observance
 Warming Up

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Stage 2:Exploring Each Party’s
Needs
 Uncover Their Needs
 Ask Lots of Open-Ended Questions
 Share Our Own Needs and Interests

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Stage 3: Developing Creative
Solutions

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Stage 4: Reaching agreement

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Stage 5: Reviewing and
Recapping the Agreement

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Phase 3: After the Negotiation
 Follow-Up during the Implementation of
the Agreement

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Module 4: Planning Your
Negotiation

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Preparation goes on before,
during and after the
negotiation. Effective
preparation requires an
analysis of a number of
different items before you start
your negotiations.

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Items to be addressed
 Interests or Needs
 WAWAs
 Issues
 Possible Solutions
 Strategies

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Analyzing Interests/Needs

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Analyzing WAWAs

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Identifying Issues

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Forming Strategies

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Planning Possible Solutions

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Five Elements of Successful
Negotiation Planning Worksheets

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Module 5:
The Four Basic Principles of Win-
Win or Problem-Solving
Negotiation: The Fisher/Ury Model

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The Four Basic Principles of the
Fisher/Ury Model
 Separate the People from the Problem
 Focus on Interests, Not Positions
 Invent Options for Mutual Gain
 Insists on Using Objective Criteria

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Separate the People from the
Problem
 Negotiators are people first
 Separate yourself from the attack!
 Be aware our perceptual differences
 Acknowledge TOP’s ( and, if appropriate,
your), emotion and use neutral language
 Use active listening and paraphrasing to
form the baseline of understanding and
communication

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Focus on Interests Not Positions
 Do not assume the other side knows what
their needs are.
 Do not assume that you know what your
needs are in a given situation. This
requires some critical self-analysis.
 If you don’t A.S.K. you won’t G.E.T.

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Invent Options for Mutual Gain
 Expand the “pie”. Maybe a compromise is
not necessary
 Operate out of abundance. There is
enough in the universe for everyone
 Identify common interests before focusing
on the differences
 Separate in venting from deciding. Invent
first. Decide later.

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Invent Options for Mutual Gain
Cont.
 Delve into the area of possibility thinking
 Make their decision easy help TOP find
solutions to their problems as well as yours
 Creativity is essential in this phase
 Have fun!

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Insist on Using Objective Criteria
 Objective criteria can be used to resolve
differences and to come to solutions that
are fair to both parties
 Appeal to generally accepted objective
criteria
 Come to an agreement on how the criteria
will be used in your situation

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What are generally accepted
criteria for the following?
1. Giving notice when leaving a job
2. Giving notice when leaving a rental apartment
3. Valuing a house for sale
4. Valuing a used car
5. Valuing stocks

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Module 6: Communication Skills
for Negotiators: Rapport Building

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“People do business with
people who they like who are
like them”
Dr. Rick Goodman

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Active Listening Skills
 Capturing the Essence of the
Communication
 The Gap

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Paraphrasing Content
 Paraphrasing is capturing the essence of
the content of what the speaker said and
feeding it back to the speaker in your own
words
 “So what you’re saying is.”
 “Tell me what I said, so are on the same
page.”

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Reflecting Emotions
 Modeling/Mirroring Behavior
 I Understand
 The Three F’s

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Nonverbal Body Language “How
to Build Rapport”
1. Faced a speaker squarely
2. Leaned forward slightly
3. Maintain eye contact( as culturally
appropriate)
4. Relax your Jaw-smile if appropriate
5. Not your head to encourage TOP to keep
speaking
6. Keep your hands and feet still

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How to build rapport
7. Allow silence and pauses
8. Do not interrupt and less you are no longer able
to file their train of thought until they come to a
natural pause-then wait before you paraphrase
9. Control other interruptions ( telephone people
coming in)
10. Remember, “the gap.” Between speaking and
listening and maintain your focus on the
speaker

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Understanding Different People
Styles
 Understanding Your Communications
Style
 Recognizing a different communications
style and TOP
 Adapting your behavior to accommodate
TOP

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The Four Personality Styles
 Driver/Director
 Expressive/Socializer
 Analytical/Thinker
 Amiable/Dependable /Relator

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Matching Behavior
 Using NLP to get into rapport
 Acknowledgment and validation skills
 Must be honest and genuine

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Module 7: Communication Skills
for Negotiators Speaking
Compellingly

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Managing Your Voice in
Negotiation
1. Speed
2. Pitch
3. Volume
4. Intonation

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The Impact of Silence and
Causing
 How long to pause
 When to stop talking

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“Languaging” Skills
 Using Neutral Language
 Using words and phrases to move TOP
toward you
 Reframing

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Questioning Skills
 Asking Open-Ended Questions
 Asking close ended And Finite Questions
 Responding to Questions

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Assertiveness: Staying Firm When
You Need to
 This does not mean standing firm on
YOUR decision
 Suggesting that you brainstorm solutions
together often helps
 Don’t give up, even if the impasse seems
hopeless
 Sometimes you have to negotiate on how
you’re going to negotiate

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Module 8: Overcoming Deadlock

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The Five Categories That Have
Been Shown to Break Deadlock
1. Identify interests.
2. Walk-Away Alternatives
3. Issues to Be Discussed and Included in
Final Agreement
4. Possible Solutions
5. Strategies

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Module 9: Follow-Up the Forgotten
Element in Negotiations

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Your Strategy Depends on How
the Negotiation Goes
 If you reach agreement
 If the negotiation does not work out