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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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| − | When in a negotiation with a vendor, where the goal is to set a price for a good or service, research agree that you can strike a better deal by proposing the first suggestion.
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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. Active listening.
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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 nonverbal messages than what we are actually saying, and yet, the nonverbal communication represents two thirds of the message of what is communicated. Consequently, the project manager will benefit from having a conscious knowledge of the things he/she says through visual cues. The nonverbal communication covers everything we say through the use of gestures, paralanguage and body language.
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| − | In order to successfully negotiate you should be aware of the nonverbal messages you emit. Your opposing negotiator will notice it either way and may leverage their position from what they interoperate, which can cause you to walk away with less than initially planned.
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| − | ==Dealing with difficult people==
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| − | There are three types of negotiators out there…
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| − | Your counterpart may apply a hard bargain strategy because they feel your first offer
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| − | . 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. 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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| − | When dealing with a difficult counterpart who seems to prefer competition over collaboration, we tend to categorize the opponent as irrational but few people in professional environments are. Before you walk away from the negotiation, try to identify why your opponent is acting the way they are. take time to try to identify any hidden constrains the counterpart might have. This could be a tight budget, fear of walking away from the negotiation with too little or commitments to other ongoing projects.
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| − | When experiencing a biased counterpart it is beneficial to allow more time to pass by before settling on an agreement. Allow for breaks in from the discussion to release tension and. Time pressure often leads to quick judgement
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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 the person who caused the discomfort 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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