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| − | ==Abstract==
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| − | Negotiation is a complex interaction between two or more individuals. Having a good set of negotiation skills is most central a project manager both in day-to-day activities amongst the team members of the project and when interacting with project stakeholders. The negotiation skills of the project manager can be said to go beyond achieving a wanted output because the project manager often need to maintain a positive relationship with the opponent of the discussion as the success of the project can be viewed as a subjective evaluation by the stakeholders involved. Consequently, accomplishing mutually acceptable solutions is often important to the project manager.
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| − | The object of this article will be to provide a set of tools and recommendations to a project manager wanting to improve his or hers negotiation skills.
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| − | Whether it is with an underperforming team member or an important financial contributor, it is a good idea to prepare for the negotiation in advance. The amount of preparation needed is proportional to the importance of the deal and to the importance of the parties involved. A solid communication plan will help accomplish an effective negotiation, ensuring the prime goal whilst maintaining a continuous relationship with the opponent.
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| − | Should the current negotiation fail one can apply the Best Alternative To A Negotiated Agreement, BATNA, which is a set of procedures
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| − | ==Types of negotiation==
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| − | win-win: Every negotiator want to get as much of the goods being discussed as they can, but the successful PM should realize that there is a broader spectrum of thing that matter such as the stability and durability of the agreement. The ability to repeat a similar deal with the stakeholder at a later point in time.
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| − | win-lose: In a scenario where the project manager can assume never to engage with the person again distributive bargaining, also known as the win-lose technique, can be applied. may provide great short term benefits but be aware: may ruin your reputation as a PM.
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| − | ==Negotiation strategy==
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| − | In order to achieve the best possible output, one should never walk into a negotiation unprepared. Be aware of a viable second option.
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| − | ==Negotiation skillset==
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| − | A good deal is one that is good for both parties. In order to reach
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| − | ==Managing emotions==
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| − | The effective negotiator don't underestimate the rolle of emotions have in a negotiation. In general a good advice would be to try to separate the person from the argument, but .. humans have emotions .. Stay clear-headed and try to avoid letting feels
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| − | ==Nonverbal communication==
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| − | Research suggests that the successful negotiator has a high degree of self awareness. Typically, we are much less conscious of non-verbal messages than what we are actually saying.
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| − | ==Dealing with difficult people==
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| − | There are three types of negotiators out there…. When engaging with a hard negotiator the best solution may be to start looking for other strategic options out there. Improve your alternatives and try to find other options by engaging other stakeholders.
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| − | If a potential vendor is not willing to reduce their price point the PM should consider other sorts of perks that the vendor may be able to offer such as additional services.
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| − | ==Common mistakes in negations==
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| − | intro..
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| − | A common mistake in negotiation is to over attribute intentionality. When experiencing discomfort in an argument due to comments from the opponent which hurts or upsets, a common mistake is to assume that they meant it. This causes us to retaliate, creating a downwards spiral of conflict. Trying to held back from assuming your opponent deliberately tries to upset you will be beneficial.
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