| |
| |
|
Negotiation Information |
|
|
|
Avoiding and Accomodating in Negotiation
The avoiding approach to negotiating is characterized by losing, leaving, and withdrawing. No commitments are made, and behavior is impersonal. Use this approach when you would get hurt by staying or when you want to change the ground rules. It is useful when issues are trivial and is helpful when the other side has much greater power. Its disadvantage is that the problem is left unresolved, and this can result in nothing getting done if too many problems are swept under the rug. In the avoiding approach, at least one of the parties displays a subtle reluctance or unwillingness to resolve the issues. This approach is of little use for those working with organizations as it strains relationships and prevents the building of trust between the parties involved. Using this approach can also increase the other party's resistance to negotiation. Under the accomodation approach, the parties are yielding, and they try to avert conflict. The accommodating negotiator undervalues his own worth and accomplishments and places top priority on maintaining peaceful relations with others. It is a "don't rock the boat" philosophy used when there is a need to concede on small points in order to gain on major points later. It is helpful when the other side is right and you should give in, or when preservation of the relationship is more important than negotiation. Among its problems are that it creates potential IOU's for future negotiations. Furthermore, it may hand you a major loss on important issues and can lead to a habit of concession on many issues, hence decreasing your power and reputation. This approach gives away too much by overly emphasizing the relationship between the parties. Accommodating may satisfy the other party while your interests suffer. Use this approach when appropriate, but do not make a habit of it. Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortium CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
MORE RESOURCES:
Google News |
|
|
|
RELATED ARTICLES
The Art of Haggling Did you know that at one time in this country that there were no fixed prices on anything. You would go into a store and find an item you needed then you would begin the process of negotiating the price. Negotiating Tactics: How To Strike A Negotiable Opening Shot There is no right or wrong to fire up your opening negotiation.. Negotiate to Your Advantage The hardest and most important part of any negotiation is knowing when to walk away.Few things are sweeter than a successful negotiation session where both parties leave the table with a winning solution. Do You Want a Paycheck or a Passion? 10 Qualities Managers are Looking for in Hiring You Based upon my research of over 300 managers in the last two years, I have found what qualities are most important to hiring managers.You will be in a more competitive advantage if you do a self-assessment to determine if you possess these qualities. How To Deal With A Complainer How To Deal With A ComplainerA Complainer Is Characterized by:1. Dissatisfaction in their personal life 2. National and Cultural Negotiation Style Cultural and national negotiation styles reflect communication behaviors and the priorities of that culture. Priorities such as trust, teamwork, non-confrontational situations, and openness are all along a sliding scale with each culture. Resolve Conflict In 6 Easy Steps - The BEDROL Method The principles of Negotiation can work for you in any situation, but often people ask me, "Well, its often a fact that conflict happens unexpectedly. What if I don't have time to prepare? Can negotiation skills be used on the spur of the moment?" The answer is YES. Dont Be Afraid Of Silence In any conversation with two or more people, there is a tendency to want to talk all the time to fill any awkward silences or gaps that appear in a conversation.However, if you think of the conversations that you have with your closest friends or family, you will notice that there isn't the same need to fill these gaps, as silences between you are comfortable. Four Ways To Work Out Business Disputes Business owners have four options to resolve disputes with partners, vendors or customers. Each option is based on different assumptions, and entails a different cost. Neogtiation: How to be Right Without Making Other People Wrong What exactly are we trying to accomplish by proving to others that we're right? We might win the argument but ultimately lose the relationship. Perhaps a better, deeper-rooted question is this: Why do we lose sight of success, of our big objective, when we feel challenged or intimidated?When I prepare to negotiate, provide a service or turn my employees' talent into performance, I know deep down that if I make people feel valuable they will see my input as having value. How To Make An Inflexible Bureaucrat See You As A Person Inflexible Bureaucrats Are Characterized by:1. Cares little about your happiness in life 2. How To Communicate Using Space What Is Proxemics?The study of the communicative aspects of personal space and territory is called proxemics. Everyone is surrounded by an invisible zone of psychological comfort that follows us everywhere we travel. Win-Win Power Negotiating Let's talk about win-win negotiating. Instead of trying to dominate the other person and trick him into doing things he wouldn't normally do, I believe that you should work with the other person to work out your problems and develop a solution with which both of you can win. Negotiating Technology Contracts Have you ever tried to negotiate a deal for software, computer equipment, or consulting services with a technology company? The task can be daunting. Unfortunately, the sales forces of most IT companies are armed to the hilt with techniques to get the best deal for them, and not necessarily the best deal for you. Cross Cultural Negotiations Cross cultural negotiation is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors. Business: Keys To Negotiating Well Whether it's buying a car, asking for a pay rise, saying 'no' to a friend or renting an apartment - at some stage in our lives we all are going to need to know how to negotiate. Yet, so few of us know the basic skills before embarking on life changing purchases or decisions! These 8 keys will assist you negotiate well. Negotiation: A Compromising Position Negotiating is a hot topic these days for a good reason. It is difficult to imagine a more vital managerial skill than the skill of negotiating. Negotiate Your Way to a Better Salary 1. Be persuasive: It's hard to force your boss to increase your compensation, and trying to do so can potentially damage your working relationship. Power Pricing - Getting the Right Price for Your Products and Services There's an old joke about the New York City blackout. Power was out everywhere, and the electric company couldn't figure out what was wrong or how to fix it. Can a Corporate Executive Really Use The Beautiful Mind; To guide decision making? I would like to comment on the "A Beautiful Mind" movie and the book, which was actually much better. I just finished reading another book on the similar side of John Nashs' assertion of working together rather than competing against.
|
| home | site map |
| © 2006 |
