August 31, 2010
The daily PON: NO is an option

Saying NO makes us feel uncomfortable. But how does feel living with the consequences of saying YES when you know NO is the right answer?

There is a way to say NO and feel good about it. Read more on Getting to No based on “The Power of a Positive No” by William Ury.

More on: PON.

4:22pm  |   URL: http://oliver-pospisil.com/post/1042566729/the-daily-pon-no-is-an-option
Abgelegt unter: negotiation PON The Power of a Positive No William Ury 
August 31, 2010
Getting To Yes - Invent options for mutual gain

Here comes the tough part: Seek to broaden the pie.

We were taught that in negotiations their gain is our loose, because the pie is fixed (Ask a merchandiser in your company). Every goal in a negotiation seams to look like a fixed amount of money. Sorry, this is wrong. But getting a different perspective is tough (AND worth the extra work).

For example: You are negotiating with a communication agency how much it will cost you to run an advertising campaign. Even if the proposed price is reasonable and within your budget (You know this because you prepared for the meeting!), you normally do not accept the price. You start to bargain for a lower price: It might take four hours and you got a five percent reduction. Congratulation, you lost: Why? Because they will not do you a favor and charge you on any extra minute!

What you did not know: The head of the agency wanted to do you a favor in case you accept the fair price. She wanted to bring you in touch with someone very important people for your business. For her, it would have been just one phone call with an old friend. She was willing to help you at no extra costs, if you did not squeeze the last penny out of them. And they would have been much more motivated, because your acceptance would signal appreciation of their work.

Thus, don’t just focus on the money. Take the time needed to brainstorm what else can be done to satisfy both sides interests.

If possible, separate inventing options from deciding which options become part of a commitment. This allows creative minds to create valuable ideas, that might not cost you a penny, just one phone call with an old friend.

You find more information in Getting To Yes by Roger Fisher, William Ury and Bruce Patton.

4:16pm  |   URL: http://oliver-pospisil.com/post/1042543984/getting-to-yes-invent-options-for-mutual-gain
Abgelegt unter: Getting To Yes options mutual gain Roger Fisher William Ury Bruce Patton 
August 27, 2010
Getting To Yes - Focus on interests, not positions

The last time I advocated to separate the people from the problem to get your counterpart on board to help you make a change happen or solve a problem.

Today is about interests and positions.

We all know the bargaining during vacations. A vacationer wants a souvenir for a low price. The vacationer typically starts by asking for the price. Of course the vacationer rejects the first offer from the seller, believing that it is too high. And so it wents on with new price offer, new rejection and so on.

What if you don’t start like the vacationer. What if you start by asking questions like “Who did it and how long did it take?” or “Whereof is it made?”. After gaining some knowledge you decide whether you want to ask for the price. No matter if you feel the price is too high ask “Why do you think this price is reasonable?”.

How often did you have the feeling that you attend at a bargaining in a business meeting? Far too often, I guess.
Somehow all negotiations start with positioning. We are used to it. Only very rarely people reject that trend.

So, don’t be surprised if people state in a negotiation “We will not pay more than 100,000 EURO”. Do not attack their position. Instead, think “Well, we all have our expectations.” and ask “Why do you believe this is a fair price?” or “Why don’t you want to pay more?”. This way you identify the interests behind their positions. Maybe, what they say makes sense to you and 100.000 EURO is fair?
Before you express your point of view communicate your interests. This ensures that you build on a strong base.

Their are some common interests across negotiations everybody around the world want to see satisfied: security, guidance, wisdom and power. Oh, and everybody wants to look good.

You find more information in Getting To Yes by Roger Fisher, William Ury and Bruce Patton.

11:36am  |   URL: http://oliver-pospisil.com/post/1019015626/getting-to-yes-focus-on-interests-not-positions
Abgelegt unter: Getting To Yes interests positions Roger Fisher William Ury Bruce Patton negotiation 
August 27, 2010
Learn to say No clearly, respectfully and efficiently

William Ury and the topic is worth the trip!

10:57am  |   URL: http://oliver-pospisil.com/post/1018921757/learn-to-say-no-clearly-respectfully-and-efficiently
Abgelegt unter: William Ury PON Harvard The Power of a Positive No 
August 26, 2010
Das Harvard-Konzept - Trenne den Menschen vom Problem

Das Problem im Blick: Wenn du dich mit deinem Gegenüber triffst, dann nimm dir die Zeit, um herauszufinden, wie die Sache/ das Problem von ihrer Seite aussieht. Drück dich verständlich aus, damit er dich verstehen kann. Schließlich willst du ihn für deine Sache gewinnen und ihm keine Lektion erteilen.

Den Menschen im Blick: Bleib ruhig, wenn dein Gegenüber sich aufregt. Ein emotionaler Ausbruch bedeutet, dass er unter Druck steht, mehr nicht. Wenn du merkst, dass deine Gefühle hohe Wellen schlagen, bitte um eine Pause und frage dich “Warum habe ich das Gefühl?” Vielleicht fühlst du dich hilflos? Finde heraus, was den Druck in dir auslöst.

Du findest mehr dazu in Das Harvard-Konzept von Roger Fisher, William Ury und Bruce Patton.

1:46pm  |   URL: http://oliver-pospisil.com/post/1013946497/das-harvard-konzept-trenne-den-menschen-vom-problem
Abgelegt unter: Das Harvard-Konzept Verhandlung William Ury Bruce Patton Roger Fisher 
August 26, 2010
Getting To Yes - How to separate the people from the problem

On the problem side: While meeting with the other side, take the time and figure out how the problem looks from their perspective and what is in it for them. Communicate your perspective in a way the other side understands. You want them to get on board and not teach them a lesson.


On the people side: Stay cool if the other side lets off steam. An emotional outburst means, they are under pressure, nothing else. If you feel your emotions are starting to get high, take a brake and ask yourself “Why do have that feeling?” Maybe you feel helpless? Figure out what causes the pressure inside of you?

You find more information in Getting To Yes by Roger Fisher, William Ury and Bruce Patton.

1:39pm  |   URL: http://oliver-pospisil.com/post/1013923015/getting-to-yes-how-to-separate-the-people-from-the
Abgelegt unter: Roger Fisher Bruce Patton negotiation Getting To Yes William Ury 
August 25, 2010
Negotiation

So right:

81flashbusiness:

Perhaps the most important skill is the ability to negotiate.  If modern leadership is based almost exclusively on moral authority (as opposed to formal titles), then the ability to negotiate with authority, peers and subordinates is key.  Of course, the ability to negotiate externally to customers, other companies and other interests remains critical as well.  Shouldn’t the leader really be a top notch negotiator?

We argue that this book here is the best resource for getting a firm understanding on the subject.

3:33pm  |   URL: http://oliver-pospisil.com/post/1008853803/negotiation
(Anmerkungen: 2)
  
Abgelegt unter: negotiation Getting To Yes Roger Fisher William Ury Bruce Patton 
August 25, 2010
Warum wir verhandeln

Wenn du ein Problem ganz ohne fremde Hilfe lösen kannst, brauchst du nicht zu verhandeln.
Wenn von dem was du verändern möchtest niemand außer dir betroffen ist, brauchst du nicht zu verhandeln.

Du brauchst nur zu verhandeln, wenn du Hilfe bei der Lösung eines Problems brauchst oder andere Menschen von dem betroffen sind, was du verändern möchtest. Um es kurz zu machen, du musst fast immer verhandeln.
Konzentriere dich auf die Problemlösung oder die Veränderung Wirklichkeit werden zu lassen und nicht darauf, den Anderen niederzukämpfen. Deshalb behandele den Anderen als Teil der Lösung, nicht Teil des Problems.

Du findest mehr dazu in Das Harvard-Konzept von Roger Fisher, William Ury and Bruce Patton.

3:30pm  |   URL: http://oliver-pospisil.com/post/1008844170/warum-wir-verhandeln
Abgelegt unter: Verhandlung Das Harvard-Konzept Roger Fisher William Ury Bruce Patton 
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