There are three levels of negotiation skill: basic, intermediate and advanced. At the basic level, the negotiator has learned and developed an organized or systemic framework for preparing for and conducting negotiations. Generally, basic level negotiators have limited experience and skill in applying a limited set of tools.
At the intermediate level, the negotiator has mastered basic negotiating tools and has added additional tools and a great deal of experience in applying these tools. The advanced negotiation skill level is reached when the negotiator has accumulated in his or her toolbox a wide range of negotiation tools and processes and through practice and experience has developed wise discretionary judgment about when to use which tools and processes to execute the selected tools with skill.
Different Tools for Different SituationsWhat tools would one find in the toolbox of someone who has mastered the skills to be an advanced negotiator? First and foremost, of course, is the Seven Element Model of Conflict Resolution and Negotiation© which is the foundation for proactive negotiation for any negotiator at any level. This multi-purpose negotiation process not only helps you define success for the negotiation, it prepares you to actually achieve and execute the strategy for success. It also allows you to analyze and understand why the negotiation succeeded or failed.
The Seven Element Model© is like a Swiss Army Knife, it serves a variety of purposes. To become an advanced negotiator, however, one needs more tools. Negotiation challenges differ depending on different contexts, varied parties and a diversity of goals. Advanced negotiation not only requires additional tools, but also the ability to choose the tool that fits the situation. One size does not fit all. In the following paragraphs, are examples of additional tools and the circumstances in which they might be applied. Tools that are part of Ki ThoughtBridge's tool-box are listed in bold.
Dealing With Multi-Party NegotiationIf one is facing merger negotiations between two or more entities, or public sector negotiations involving a town government which has to answer to taxpayers and multiple citizen's groups with conflicting agendas, the tool needed in this context might well be the “One-Text Process©.” The One-Text Process© is designed for multi-party negotiations with multiple factions who each want something different. It is a systematic process for soliciting interests, defining options and gathering feedback about options. The One-Text© can move a stalled negotiation forward by generating new thinking and organizing the deliberation regarding options.
If the parties in the negotiation have a history of distrust, suspicion and failure from previous negotiations, there are likely to be adaptive issues that must be addressed, and resolved before the parties can tackle the actual negotiations. Tools such as the “History Timeline©,” the “Elephant Rule©”, the “Red Flag Rule©” and the “Ladder of Inference©” can be invaluable in such situations.
For example, the “History Timeline©,” creates a common understanding of the past, builds trust, and opens communication. The “Elephant Rule©,” allows parties to look back and examine difficult or volatile history without attacking or blaming. The “Red Flag Rule©,” allows parties to deal with strong emotion that erupts and gets in the way of listening, and being able to understand each other. If people are unable to listen to one another, little progress will be made. The “Ladder of Inference©” is designed to help each party stand in the shoes of the other party and understand their perspective, whether or not they agree with it.
Additionally, if the parties are stuck and unable to make progress because each has staked out a position they are certain is right, the, “Partisan Perceptions Tool©,” is great for expanding both sides' horizons and introducing new perspectives. Or if you are about to begin or are in the middle of a challenging negotiation in which the other side has already said no to a proposal you have put on the table, or you expect a no, the “Systematic Approach to Influence©,” is the tool that will enable one to develop the strategy to change the no to a yes.
What if one is making great progress in one's negotiations, but is at a loss as to options or ideas to address a complex and challenging problem both sides want to resolve. The “Four Quadrant Tool©,” and the “Ground Rules for Brainstorming©,” create a great joint problem solving process that can help a single team or both parties invent more creative, “out-of–the-box,” options.
If the negotiations you are about to enter are complex, multi-party, multi-issue negotiations one of the best tools to utilize is a Joint Negotiation Launch. The launch takes place before actual negotiations begin. Both teams spend three days together.
In the first two days the parties learn and practice the same tools, processes and develop a common vocabulary, and set common goals and ground rules for the upcoming negotiations. On the third day of the launch, the parties use what they have learned to tackle elephants, history, define goals and design the process for their upcoming negotiation. To maximize the value of the outcomes in advanced negotiation, one should work to insure that the parties across the table at the negotiations are using the same process and tools for the negotiations.
Another critical tool when facing complex, multi-party negotiations is negotiation process design. Here the focus is not on the actual issues that have to be resolved, but rather on what negotiation process will get the parties the results they want in the timeframe they desire. Here the parties to the negotiation actually map out the process starting with their goals and their end date, i.e., the time by which they wish to have reached agreement.
The map clarifies who must do what by when in order to achieve their goals. It is useful to draw this map on the final day of the joint launch or at the beginning of the negotiation process. Tools helpful in designing the negotiation process are the ICON 4D© and the Negotiation Process Map©.
If the negotiations are internal and the subject of the negotiations is change within the organization, change in structure, leadership or work processes, it is critical to utilize The Integrated Model of Leadership©, the History Timeline© and the Three Stage Model of Change and Transformation© as an introduction to the negotiations.
When to Bring In An External FacilitatorIf the relationships between the parties seems irreparably damaged - lacking respect or trust between them, and candid communication seems impossible - and there are few if any master negotiators on either side, the last tool in your tool box is the option of jointly hiring a skilled, third party neutral negotiation facilitator. The key here is to allow all the negotiation parties to interview several candidates who each present the process they use, their references and their experience. Then the parties can decide on the mutually acceptable facilitator.
To move to the advanced negotiation skill level, one must do three things, 1) become aware of one's strengths and areas for development in negotiation. Such awareness allows one to choose rather than simply be reactive. 2) Attend workshops and seminars to increase the number and range of tools in one's negotiation toolbox and 3) consciously practice the tools in multiple settings and situations.
Awareness, gives you choices in negotiation. Without awareness, you are in the act-react loop, the least powerful place for a negotiator to be. There are several self administered instruments that will begin the process of raising one's awareness about one's negotiation skill level. Successful negotiators also seek feedback from peers, bosses and customers or vendors with whom they negotiate.
However, there is nothing like negotiating in real time to become aware of your strengths and weaknesses. Negotiation classes, seminars and workshops provide a safe environment in which to test this out. Ki ThoughtBridge would recommend all three, assessment instruments, peer feedback and negotiation seminars for real time feedback.
Expanding the range of tools and skills in your toolbox requires taking the time to attend a class or seminar or having a master negotiator serve as your coach and mentor and/or instituting a process in your workplace of reviewing your negotiation successes and failures. My former law professor used to say, “Medicine never got better until they started doing autopsies.” He was advocating that individuals and organizations take the time to review what worked, what didn't and what surprised them in their negotiations. Answering those three questions will insure that any negotiator gets better over time.
SummaryAn opportunity to practice negotiating skills comes to us each and every day of our lives. If negotiation is the ability to influence and persuade others to do what we want done, then all of us are negotiating all the time. It is conscious, explicit practice that insures that one reaches the advanced negotiation skill level. What is conscious, explicit practice? It involves applying the frameworks one has learned to analyze the negotiation situation. It means judging which tool or process is best used in this context and then using the selected tools to systematically prepare and execute a negotiation strategy. It means, assessing after each negotiation session, what was effective? What was not effective and why? What should we do differently in the next session? It means making the process and preparation so explicit that over time it becomes a part of you, so that you don't need to use a prep sheet or tool reminder, they are imbedded in your natural negotiation behavior. Reaching the advanced level of negotiating skill requires openness to learning, no matter how much skill and experience you have. It requires an investment in yourself.
To meet the growing need for these skills of negotiation beginning in March of 2009, Ki ThoughtBridge will be offering a series of quarterly Advanced Negotiation Skills Workshops. There will be one workshop per quarter designed to increase the range of negotiating tools and skills available to participants who want to move to an advanced negotiation skill level. At the end of each of the first three quarterly workshops, participants will choose real upcoming negotiation situations on which to practice the skills and tools they have learned during the workshop.
*Advanced Negotiation Training OpportunitiesIn between each workshop, participants will be coached and will conduct reviews to ascertain what worked and what didn't and why and what they would do differently going forward. Because of it's central location, Ki ThoughtBridge's headquarters office in Indianapolis will host the Advanced Negotiation Workshops. Dates for the 2009 Advanced Negotiation series will be posted on our website in September. If you are interested, go to our website at www.kithoughtbridge.com and click on upcoming workshops to indicate your interest and you will be notified of how to register.
Because learning additional tools and skills is not enough to move to the advanced negotiation level. One must have opportunities to practice the skills in real situations. During each workshop participants will identify upcoming challenging negotiations, whether internal to the organization they work for, or external with a customer, vendor or joint venture partner.
Participants will also, with the aid of the instructors, identify the negotiation tools they will use to negotiate in these situations and be assisted in their analysis and preparation for those negotiations. Through email and the internet, they will get coaching throughout the negotiation process. Once their real negotiation is complete they will receive an opportunity to review and analyze what worked and what was not effective. When they return to the next quarterly session, they will have experienced the use of the tools, not only the theoretical concepts the tools embody. We hope to see you in these workshops.
About the Author
Irma Tyler-Wood is co-founder and Partner of Ki ThoughtBridge, LLC where she consults and trains nationally and internationally with corporate, government and other public sector clients in resolving complex, high stakes disputes.