Issue link: https://www.massageandbodyworkdigital.com/i/72103
A Who are the players? Who will, or could, participate? The key parties to a negotiation may seem obvious, and sometimes they are, but not always. There may be players in the background who can infl uence the outcome, or new players may enter the discussions and infl uence the talks. Also look for existing and potential s a skilled professional, you may not think of yourself as a negotiator, but Harvard Business School professor Michael Watkins says you are. "Whatever your profession, a good part of your time is spent negotiating." He's right, of course. Whether you're dealing with prospects, clients, suppliers, your landlord, or employees, you are involved in the process we call negotiation. Developing this important skill can greatly increase the earning power of your practice. In his book, Breakthrough Business Negotiations (Jossey-Bass, 2002), Watkins teaches his students to break the process down into four steps. Here's how to put the "breakthrough" approach to work for you. 1. DIAGNOSE THE SITUATION "The fi rst step in preparing to negotiate from a position of strength is to diagnose the situation thoroughly," Watkins says. In particular, you need to learn who are the players, what are the rules of the game, what issues are being negotiated, and what is your walkaway or bottom line? coalitions, in support of your position or opposed to it. If you're negotiating terms with a supplier or a new lease with your landlord, for example, the cast will probably consist of just the two of you. However, if you're negotiating with an organization, you need to know if the person or persons you're dealing with have the authority to make a deal. What are the rules of the game? A clear understanding of the "rules of the game" will be a big advantage in your next negotiation. There are basic codes of conduct that apply to all business negotiations. While these rules deal largely with courtesy, diplomacy, and other aspects of behavior on the part of the participants, there are other important factors. These are the rules that vary according to the circumstances. Watkins suggests taking time to consider the following questions before entering into negotiations: • Which laws and regulations might apply here? • What social conventions will shape the other party's behavior? • Are there professional codes of conduct that apply? • What other rules of the game may infl uence the other party's behavior? A clear understanding of these rules will help to start you off from a position of strength. What are the issues that will be, or could be, negotiated? "It's easy, but dangerous, to treat the agenda as fi xed," Watkins says. To do so, he feels, risks failing to take action to shape the course of events in ways favorable to your objectives. "The agenda—the set of issues the parties will decide to negotiate—is itself subject to negotiation," Watkins says. "No matter how simple and obvious the basic issues to be negotiated appear to be, it is worthwhile to probe beneath the surface." You should also identify what Watkins calls toxic issues. These are the potentially volatile issues that have a high emotional content. "It may be prudent to defer a toxic issue until the other issues are worked out," he says. Define your bottom line. The next step is to defi ne your walkaway position. What is the least you are willing to accept to enter into an agreement? Establishing this value as a benchmark and keeping it clearly in your mind will help you avoid getting so caught up in the heat of negotiations that you turn down an alternative deal that was better than your walkaway position. Negotiating experts Roger Fisher and William Ury, authors of Getting to Yes (Penguin, 1991) call the walkaway position your Best Alternative to a Negotiated Agreement (BATNA), a planned course of action you can take in case you are unable to reach agreement. Depending on what's at issue, it could be to go to court, refuse to renew your lease, or change suppliers. Taking time to think through your BATNA will clarify your alternatives and strengthen your negotiating position. 2. SHAPING THE STRUCTURE Once you have diagnosed the situation, it's time for you to shape the structure of the negotiations. "Like most negotiators, people in business focus too much on what will happen at the table and not enough on infl uencing the context in which deliberations take place. You should pay more attention to who is, or could be, involved, as well as what's at issue and how the situation should be framed." earn CE hours at your convenience: abmp's online education center, www.abmp.com 69