Name: Margaret Neale: Negotiation: Getting What You Want
Uploaded: 2014-06-11T14:31:28.000Z
Duration: 24 min 36 s
Description: Thousands of YouTube videos with English-Chinese subtitles! Now you can learn to understand native speakers, expand your vocabulary, and improve your pronunciation...

You've got a job offer and now you have a choice negotiate or not.

got the same offer negotiates and gets a $7,000.00 increase.

By the end of 30 years, your buddy will be making $100,000.00 more a year than you.

Do you know that chef's don't have recipes for all those sauces.

They know the structure of the sauce, and so regardless of

the ingredients that they have, they can make a great sauce.

I'm not going to give you a recipe for a particular negotiation.

Rather, what I want to do is give you the structure of

a negotiation, so that you can be successful, regardless of what you face.

I want to propose a new way of thinking about

negotiation, and what you're trying to achieve in that negotiation.

And, then what I want to do is give you four

steps to help you be more effective in getting what you want.

Folks typically see negotiation as an adversarial

process, and are uncomfortable because they're concerned that

demanding, too greedy, not nice, or socially awkward.

change the frame of how you think about negotiation.

Moving it from an adversarial process to one that is problem solving.

I wanna solve our problem in a way that's good for

you, but also gives me more of what it is I want.

When we negotiate most of us view the goal of a negotiation as to get an agreement.

The goal of a negotiation is not to get a deal.

The goal of a negotiation is to get a good deal.

We need to be able to separate what a good deal is from what a bad deal is.

So, that means we need at least 3 pieces of information.

The first thing we need to know is, what is our alternative?

What happens to us if this negotiation fails?

What's the status quo, or what alternatives exist for us?

He or she with a better alternative does better.

Secondly, we need to know what our reservation price is.

indifferent between saying yes, and invoking our alternative.

And when you negotiate, it's critical that you

understand where that reservation price is, because that's

that point at which you are indifferent, where a no looks as good as a yes.

And the third point, which is really important, and

one that people often overlook, is that not only do

we have to think about our alternative, and our

reservation price, we also need to think about our aspiration.

What is an optimistic assessment of what it is we can achieve in this negotiation?

Let me suggest that four steps will help you.

The first step is to assess the situation.

Is this a situation where I can have influence on the outcome?

To change that outcome in a way that makes me better off?

And, I need to weigh the potential benefits

from negotiating with the potential costs for negotiating.

And, will the benefits outweigh the costs?

And, they're really two aspects of this step.

Number one, I need to understand what my interests are.

What I'm really trying to achieve in this negotiation.

understand the interests and preferences of my counterpart.

Many of us may understand what our interests are, but few of us actually

preferences and interests are of our counterparts.

Look at these disputed, social situations as opportunities to negotiate.

You have information that your counterparts don't have.

And, this is what you bring to the table.

they knew your perspective, they don't need you.

Because you have unique information, and because they

have unique information, that's where the value is created.

Most of us when we negotiate, negotiate issue by issue.

This is a really bad strategy, because when

you negotiate issue by issue, every issue is adversarial.

When you're packaging issues you now have the opportunity to trade among the issues.

Alternative solutions to your counter part, in packages.

And, to help you out, because your counter part will probably

want to negotiate issue by issue, think about using if then language.

What you're doing is you're yoking various issues together into a package.

To get more of what you want there are four steps.

To give you an example, my dean recently sent me an email indicating that I

would have to be going from five courses a year to six courses a year.

Because he had received information from the Provost that we needed

to be consistent in the amount of contact hours, and course credit.