By Kathleen Kelley Reardon
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Decide how important maintaining the relationship is to your desired outcomes; this helps determine how much emphasis to put on relational issues. Preparation and Planning 35 5. Determine your opening tone (for example, apologetic, deter mined, higher calling, concerned) and consider how you will maintain that tone—or when to alter it—during the course of the negotiation. 6. Develop frames (analogies, metaphors, deﬁnitions) to describe your positions on each primary and secondary issue. 7. Decide what you will do in terms of body language to enhance your credibility, emphasize your position, maintain or improve the rela tionships, establish power, and be persuasive.
No,” said Nelson, “not me personally, but what you have done to some of my colleagues affects all of us. ” interjected Kid Ruc tion, fuming and shaking his ﬁnger at Nelson right before the eyes of the judges. ” Nelson, with an eloquent dumb expres sion, turned to the judges. That was all that was needed. Words, Mr. Mandela’s considerable courtroom experience told him, were super ﬂuous. 13 20 THE SKILLED NEGOTIATOR Mandela knew that success in negotiation requires a thorough understanding of “the enemy” or the other side.
Competitive bargain ers, he explains, can miss the mark by being absorbed in their own positions and thinking too little about the other side. But the more popular, cooperative view of negotiation has shortcomings as well. 1. Organize your thoughts into primary issues, secondary issues, and clutter issues. 2. Organize primary issues into ideal outcomes. 3. For each primary issue and its ideal outcome, develop contingency plans and a BATNA (best alternative to negotiated agreement). ) 4. Decide how important maintaining the relationship is to your desired outcomes; this helps determine how much emphasis to put on relational issues.
Becoming a Skilled Negotiator by Kathleen Kelley Reardon