Negotiating by liuqingyan


    J M Roesner DVM, DABVP
    Loving Hands Animal Clinic
    13775 Highway 9
    Alpharetta, GA 30004
   A process of back and forth
    communication aimed at reaching
    agreement when some of your
    interests are shared and some are
   “Diplomacy is the art of letting
    someone else have your way”
    Daniele Vare
You negotiate everyday of
your life! Do not be over
fearful in career related
General Concepts of
   If you go for the throat there will be
    no one to renegotiate with.
   Win-Win not Win-Lose
   Ethics
   Talk issues “it” not “you” or “me”
    adopt a stance of joint problem
General Concepts Cont.
   List your priorities! Know where
    you can concede with least
    personal cost.
   Know your strengths and
    weaknesses. Don’t assume I do.
    Educate me!
   Convince me a mutually
    satisfactory agreement is in my
    best interest.
General Concepts Cont.
   Always look for option C i.e. not
    yours or mine but something novel.
   Identify interests behind positions
    and address satisfying them.
   Overcome objections by
    addressing them before I voice
General Concepts Cont.
   PREPARE! (more later)
   This shows you are self-motivated,
    capable and value my time and our
    potential association.
   Body Language
    Demonstrate your interest and
    preparation. Ask questions,
    empathize and build rapport.
General Concepts Cont.
Curb your own knee-jerk reactions
 Know and list your alternatives

 Know and list your own interests;

  prioritize them!
 Consider and list the other sides

  interests. (be ready to explore
 Know and list your own hot buttons

  and fears.
General Concepts Cont.
   Take time to consider proposals
    and information. Step back and
   Remember negotiating is a fluid,
    creative dance not a forceful linear
   Sell benefits not features! Cost
    benefit analysis. Your role in
    implementation and follow through.
What to Negotiate for
Pretax compensation:
  no payroll tax to me
  no income tax to you
e.g. insurance, retirement, CE, Dues
  and subscriptions, books,
  discounted pet care.
•Nonfinancial issues to
   Schedule, number of hours worked
   Holidays
   Staff:DVM
   Equipment
 Moral and ethical alignment
 Mentoring and autonomy
 Support (staff and equipment)
 Added value to your resume of a
 given practice experience
Preparing to Negotiate
   Know clearly what you are going in
    to achieve (e.g. I want a job offer
    vs. I want to work less than 50
    hours a week, no more than 2
    Saturdays a month, no on call and
    meet compensation standards in
    well managed practice study.)
   Know clearly what you bring to the
    table ( I am a graduate DVM vs. I
    have 20 dog spays in RAM, took
    US and exotic rotations, did my
    preceptorship at LHAC.) am self-
    motivated and interested in growth.
   Know your BATNA
   Consider and list alternatives
    before you go to the table.
   List your interests
   List their interests
   Consider standards of fairness (
    e.g. FMV, well mp)
Examples of employer interests in
  hiring new graduate:
 Are you a possible successor?

 Will you fit with the team I.e. make

  my staff happy
 Is it fair to compensate you higher

  than other DVM’s?
 How much time will I need to

  devote to shaping and training
   How will you represent me in the
    community professional and
   Do you believe in my vision
   Ego
   Federal and State labor law
   How long will you stay
   Are you litigious?
   Know your BATNA (best alternative to
    negotiated agreement)
   Gives you power
   Dispels fear
   Relieves negotiation of “do or die”
   Should you be negotiating at all?
   Will alternatives vanish if you take
    time and energy negotiating?
Consider other sides of BATNA
 gives insight in what you must

  overcome in negotiating (i.e.
  develop agreement to option
  superior to their alternative)
   What do I aspire to/for ?
   What would I be content with ?
   What could I live with ?
Rehearse, role play
     get input from trusted others
     who have gone before you.
Helps uncover difficulties, differences
Helps build confidence and poise
Negotiation (Wm Ury)
1. Go to the balcony
2. Step to their side
3. Reframe
4. Build a golden bridge
5. Use power to educate not escalate
Go to the balcony:
One barrier to agreement is own
      tendency to react not respond
“I would rather be right than happy”
Detach, consider, take breaks to
   regroup focus on achieving what
   you want
Allow silence
“rewind the tape” (what I hear you
Go to the balcony cont.:
   Reactions: fight back
                give in
                break off
   Tactics: stonewalling
             good cop/bad cop
Step to their side:
   Other sides emotional reactions
    are also a barrier to agreement
   Listen with respect, uncover other
    sides interests. (body language!)
   Acknowledge their point with out
    necessarily agreeing with it or
   Paraphrase
   Build rapport, find commonality
Step to their side cont.:
   Do not argue or react, do the opposite.
        e.g. stonewalling- do not press
        attack-do not resist or fight.
   Acknowledge their feelings
     (I am sorry you feel that way my
        experience has been different)
   Accumulate yeses, agree where you can
    (We both feel CE is important, we are
    just still working on a dollar amount in
    this contract.)
Step to their side cont.:
   Not either/or! Instead use
   Realize both positions are
    understandable in terms of the
    experience and perception of
    parties involved.
   Not “but” Instead present your
    views as refutement.
   Make I statements not You
Step to their side cont.:
 Acknowledge differences with
“Be bold in acknowledging the other
  persons views, bold in asserting
  your own and equally bold in
  expressing optimism that
  differences can be resolved.”
                       (Wm Ury)
   Change the game - move the other
    side from position/offer to
    discussion of interests
   Enroll the opposition as a partner
    in problem solving not an
   Treat position statements as
    informative not alternative (e.g. I
    see this very important to you tell
    me more about why you want
Reframe Cont.:
 Consider asking for advice on how
  other side would address your
  interests and achieve accord (very
  useful when you are the junior in
“Power of positive perception”
  reframe positions in problem
  solving language e.g. “it”
Reframe Cont.:
   Ask the right question, don’t dictate
    the right answer
   Let the problem teach
   Ask open ended questions!
        (how,why,what who)
   Be indirect not directly
Reframe Cont.
   Why?
   What are your concerns?
   Why not do it this way?
   What would be wrong with this
   What would you do here to meet
    my interests?
Reframe Cont.
   Consider stating your interests first
    to build trust and rapport (teach,
   State your perception of other
    sides interests and concerns and
    let them correct you.
Reframe Cont.
   What if? That’s one possibility…
    purpose options with out
   Reframe oppositions position as
    one of many reasonable
Reframe Cont.
   What makes that fair?
         (You obviously have good
         reasons for seeing this as an
         equitable solution can
         you share them?)
   If other side rejects your standard of
    fairness ask them to suggest another
         (I see you do not accept the well
         mp standards for associate
         compensation. What standards
         do you use to assess salary?)
Reframe Cont. Tactics
1. Stonewalling: ignore, reinterpret or
2. Attack: ignore, reframe as attack on
   problem not you, go to we language
   not me and you, reframe past wrongs
   (blaming) as future remedies
3. Expose tricks: play along ask
   clarifying questions (are you saying
   you would like to reopen
4. Negotiate the rules of the game
Build a golden bridge:
   Obstacles to agreement
       -not my idea
       -unmet interests
       -fear of losing face
       -too much too fast
Build a golden bridge
 Reframe a retreat from a position
  of movement toward a better
 Build a new idea together

      do not just state your solution
  (questions not statements) This
  allows the other side to take
  ownership and insures
Brainstorm, ask for ideas
Build a golden bridge
   How can we make this better for
    your side with out making it worse
    for mine?
Golden bridge cont.:
   Identify low cost high benefit trades
   Propose alternatives/options if
    other side is reluctant to give
   Utilize if-then language
Golden bridge cont.:
   Identify and satisfying unmet
   Don’t dismiss as irrational
   Don’t overlook basic human needs
   Don’t assume you can’t meet their
    interests with out undermining your
   Adopt an abundance mentality
Golden bridge cont.:
   Saving Face:
       not just ego
       involves self worth, dignity,
       integrity, sense of honor,
       appearance to others
   Techniques:
       circumstances have changed
       help write their victory speech
       point to a standard of fairness
       3rd party recommendation
Golden bridge cont.:
   Break big changes into smaller
    ones (e.g. time ended trial period)
   Sum up progress periodically,
    stress areas of accord (e.g. We
    agree on compensation and CE
    now we can work through hours
    worked and schedule)
   Do not ask for final commitment
    until the end.
   Do not rush
Use Power to Educate
   “An eye for an eye and we all go
    blind” Gandhi
Power to Educate cont.:
   Remind other side goal is win-win
    not win-lose, positive
    consequences of agreement (e.g.
    if we can find a solution to the
    issue of scheduling you will have a
    motivated well trained associate
    with potential for later buy-in and I
    will have a secure position in a
    practice I can be proud of)
Power to Educate cont.:
   Explore the negative
    consequences of no agreement
    with reality testing questions
   What do you think would happen if
    we don’t agree?
   What do you think I will do?
   What will you do?
   Is that preferable to considering
    alternatives here
Power to Educate cont.:
   Keep proposing the golden bridge
   Use minimum power necessary
   Respectfully advise, never threaten
   Don’t be distrustful - design
    agreements to operate
    independent of trust
   Remember negotiating is hard for
    both sides!

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