MGMT3721 Negotiation Skills - Planning Guide - Plan 1
Planning
Problem to solve
Element
Motivations
Interests/ Why am I here?
Needs Why bother doing this deal?
What is my ULTIMATE reason?
Goals How does this negotiation help
me satisfy my interests?
Objectives What specific outcomes do I
want from THIS negotiation?
For each bargaining mix item
what specific outcome do you
want. NOT a range, NOT a
policy (eg better than XXX).
Planning Guide
Plan 1
Technical Basics
Where to start
Address this issue third until you
have worked it out for yourself in
real life (when it is always first).
In these scenarios consider
demographics, lifestyle, type of
person you are (in the role you
are playing). Try to think and
walk in their shoes.
Address this issue second.
You have specific objectives to
achieve, one for each issue in
your bargaining mix. How do
those objectives help satisfy your
interests? If theres an objective
that does NOT help satisfy an
interest why try to get it?
Address this issue first. In real
life youll do this third after
Interests and Goals.
In these scenarios youll get
ideas of what numerical
outcomes youre after as you according to their importance to
read the brief. Write down those
expected objectives. After youve
completed interests and goals
adjust them accordingly.
170211.
What appears in What appears in
the Worksheet the Explanation
A heading that says Interests A heading that says Interests -
Under that heading a simple Priorities
numbered list. A simple statement of one or two
The items in the list are ordered sentences about how you decided
according to their importance to the interests of your character.
you. There is no need to include the
list of interests.
A heading that says Goals A heading that says Goals -
Under that heading a simple Priorities
numbered list. A simple statement of one or two
The items in the list are ordered sentences about how you decided
according to their importance to the goals of your character.
you. There is no need to include the
list of goals.
A heading that says Objectives A heading that says Objectives -
Under that heading a simple Priorities
numbered list that includes the A simple statement of one or two
specific outcomes you want. sentences about how you decided
The items in the list are ordered the objectives of your character.
There is no need to include the
satisfying your interests.. list of objectives.
page 1 of 5
MGMT3721 Negotiation Skills - Planning Guide - Plan 1
Planning
Problem to solve
Element
Core structure
Bargaining Mix Which issues you will, or will
NOT, discuss. Just because an
issue is raised does not mean
that you must discuss it.
Planning Points You need a clear statement for
each item in your bargaining
mix of where you intend to start
negotiating, what you
realistically hope to achieve, and
where you will stop negotiating.
Concessions You need explicit steps between
Open, Target, and Resistance. A
formula or policy is NOT good so should have the fewest and
enough because, in the heat of
the negotiation, working out
steps following a rule can
cause errors and disaster.
Budget issues How do money questions figure
in your (in-role) interests
(including intangibles!)? How do
you handle questions of risk and
uncertainty regarding money?
Where to start
List all the issues raised in the
briefing document.
Sort the list by importance.
Some items may be excluded
because even discussing them
involves sacrificing interests.
Opening Offer: Ambitious enough
for lots of room for concessions,
but not SO extreme that you lose
credibility with the other side.
Target: What you estimate you
can realistically achieve; but it
should be ambitious too.
Resistance Point: Your last offer!
Any further concession is less
valuable than your BATNA.
The items at the top of your
Bargaining Mix are important and
(some people combine these).
smallest concessions.
The items at the bottom of the
list can afford to have the most
and largest concessions.
The logic should fit your
strategy and framing.
Your interests ranking illustrates
that some matters are more
important than mere money.
Ensure you do not get distracted
by matters of money and
sacrifice interests by mistake.
What appears in
the Worksheet
A heading, Bargaining Mix.
Under that heading a simple list
of all issues you plan to negotiate
in order of their importance.
Weighting each issue (eg out of
100), will help your concession
planning and decisions.
A heading, Planning Points
A table with four columns:
* Bargaining Mix Item
* Open
* Target
* Resistance Point (RP)
Each row is an item from your
Bargaining Mix.
A heading, Concessions
Use your Planning Points table
concession steps to make?
Add columns for steps between
Open and Target, and Target and
Resistance.
For each concession, what will
you ask for in exchange?
A heading, Budget issues
A simple statement about the
importance of money aspects of
this negotiation contrasted with
other issues. How do these relate
to your interests?
170211.4
What appears in
the Explanation
A heading, Bargaining Mix
A simple statement of two or
three sentences about how you
decided what to include or
exclude from the bargaining mix
and why the list does or does not
satisfy your interests.
A heading, Planning Points
Sub-headings for each of Open,
Target, and Resistance.
A single sentence about WHY you
chose THAT specific number. Eg,
did your BATNA influence your
RP? How did you decide Targets?
Some people insert the table
from the Worksheet and add
extra columns.
A heading, Concessions
How did you decide what
Did you accidentally sacrifice any
of your interests? If so, why were
you prepared to make those
concessions?
A heading, Budget issues.
Not required for Plans 1 and 2.
Why and how should money take
precedence over non-money
matters? What were any
consequences for interests?
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MGMT3721 Negotiation Skills - Planning Guide - Plan 1
Planning
Problem to solve
Element
Execution
Strategy You need to bring together your
thinking about your interests and Model.
the Dual Concerns Model.
This helps you choose and use a outcomes?
strategy and negotiation
behaviours that work towards
your interests.
Tactics For each of the different
strategies (Simple Dual Concerns
Model) there are appropriate
tactics. For example, high/
lowballing is inconsistent with an
integrative (collaborative)
strategy.
What tactics to select given your
strategy but also your goals?
BATNA The stronger your BATNA, the
more power you have in that
negotiation.
BATNAs are not fixed. Make sure
your BATNA is as strong as
possible. You can build it up or
search for an alternative that
might become your new,
stronger BATNA.
You need to understand your
own interests, your environment
and the other side.
Where to start
Review the Simple Dual Concerns
How important to YOU are your
How important to YOU are their
outcomes?
Select a strategy or combination.
For each of the different
strategies (Simple Dual Concerns
Model) there are appropriate
tactics. For example, high/
lowballing is inconsistent with an
integrative (collaborative)
strategy.
What tactics to select given your
strategy but also your goals?
If this negotiation could not occur
AT ALL how would you satisfy
your interests?
It is absolutely NOT about
working out how to come to ANY
kind of agreement with the other
party.
It IS about walking away from
the other party, having no further
discussion or dealings on this
matter, and doing SOMETHING
ELSE.
What appears in
the Worksheet
A heading, Strategy
A few words (not even a
sentence) to identify the strategy
you have selected.
* Compete (distributive)
* Collaborate (integrative)
* Accommodate
* Avoid
* Compromise
* Mixed Motive
A heading, Tactics
A short list of tactics that suit the
chosen strategy.
Note that these are NOT how
you plan to behave but technical
terms (eg bogey, log rolling, etc)
A heading, BATNA
A few words (not even a
sentence) identifying your
BATNA.
Stating whether your BATNA is:
* Good or Bad for your interests
* Strong or Weak for your
negotiation
170211.4
What appears in
the Explanation
A heading, Strategy
How and why does your strategy
serve:
* your interests?
* your goals in THIS
negotiation?
A heading, Tactics
Why did you select those tactics?
(Link to strategy and interests.)
Why are they particularly useful
and relevant in THIS negotiation?
Were there any other tactics you
considered and chose to not use?
Why?
A heading, BATNA
Why, given your own interests
and situation and the broader
environment, is this your BATNA?
Why is it strong, middling or
weak, useful or not for achieving
your goals and satisfying your
interests?
What other alternatives did you
consider? Why were they
rejected?
Considering your BATNA and
THEIRS, who has more power?
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MGMT3721 Negotiation Skills - Planning Guide - Plan 1
Planning
Problem to solve
Element
Other party estimations
Motivations What motivates the other
negotiator/s? If they achieve
their objectives how will that
help satisfy interests? Remember
you negotiate with a person
NOT a company. Help the other
party satisfy THEIR interests
they will help you satisfy yours.
Core structure The other party will have a
preferred Bargaining Mix,
Planning Points, Concessions,
and budget-related opinions. The
better you understand these the
better placed you are to direct
the negotiation.
Execution How will the other party apply
the Simple Dual Concerns Model?
What tactics will support that
choice?
If the negotiation never occurred
what would the other party do
instead to satisfy interests?
Frames and What story could they tell for
framing you to accept their arguments?
Does the situation itself push you What must they understand of
to accept their point of view?
What can you do to protect
yourself from pressure of their
arguments and the situation?
Where to start
Consider a basic demographic
profile of the other party. What
would such a person have by way
of interests? What specific
outcomes (objectives) would they
need from THIS negotiation to
help satisfy those interests?
Copy-Paste your Bargaining Mix.
Re-order it to suit what you
guess are their interests.
Given their objectives estimate
the Planning Points.
What Concessions could you seek
that they could find acceptable?
What is more important to them
than money?
Review your guess of their
interests and objectives.
Review the Simple Dual Concerns
Model. What strategy applies?
What tactics suit that strategy?
If you were not there what would
the other party do instead to
satisfy those interests?
Get an idea of the other partys A sub-heading, Frames
motivations.
your needs and argument? How
do you justify your claims? What
story explains these things in
terms that make sense to THEM?
What appears in
the Worksheet
A heading, Other side.
Two sub-headings, Interests
and Objectives
Simple lists under each. Note
that an employee is likely to have
satisfying corporate interests of
with a short sub-list of those.
A sub-heading for each of
Bargaining Mix, Planning Points,
Concessions, and Budget.
A simplified version of your
layout for these items.
A sub-heading, Strategy with a
one to three word statement of
the strategy you think theyll
adopt from the Simple Dual
Concerns Model.
A sub-heading, Tactics with a
simple list of tactics you expect
them to use to support their
chosen strategy. Note NOT a
description of expected behaviour
Not required in Plans 1, 2, or 3.
A short description of the story
you expect the other side to use
to get you to accept their point of
view.
Possibly some statements you
expect from them.
170211.4
What appears in
the Explanation
Not for Plan 1. For Plans 2 and 3.
A heading, Other side.
Two sub-headings, Interests
and Objectives
Explain how you decided what
interests and objectives the other
side may have and how you
decided expected priorities.
Not for Plan 1. For Plans 2 and 3.
A sub-heading for each of
Bargaining Mix, Planning Points,
Concessions, and Budget.
Short statements of how your
expectations in each category
satisfy their interests and why
the priorities you expect them to
adopt.
Not required for Plan 1.
But for Plans 2 and 3
A sub-heading, Strategy and
Tactics.
Why would they use the Simple
Dual Concerns Model as you say?
Why the selected tactics serve
that expected strategy and the
interests you think they have.
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MGMT3721 Negotiation Skills - Planning Guide - Plan 1 170211.4

Planning What appears in What appears in

Problem to solve Where to start
Element the Worksheet the Explanation
Communication
Chit chat What do you not know about the The purpose is to plan a A heading, Chit Chat. Not required for any of the plans
questions situation and motivations of the communication strategy that Five main questions (plus one or
BEFORE other party? What are their likely makes you look/sound two follow-up questions for each)
negotiation BATNA and Planning Points? spontaneous, interested, and not that indirectly provide you with
What questions BEFORE starting confrontational or adversarial. important information about the
negotiation will help you to: This is important background re- other side. Open questions work
* understand them? search but it must be handled well and feel more relaxed.
skilfully or it will raise their When asking your chit chat
* guess their core structure? suspicions and then backfire on questions be friendly and relaxed
you. to make them feel comfortable so
To assist, make a list of data you that they can feel OK about
need about the other party to sharing information with you. Be
strengthen your understanding of careful to avoid raising suspicions
their situation and interests. (can cause hostility).
Frames and What story could you tell for Given your motivations, what Framing comments or questions A heading, Frames and framing.
framing them to accept your arguments? must they understand of your may appear with planning points How do the stories you chose
Does the situation itself push needs and argument for you to and concessions. for framing address the OTHER
them to accept your point of succeed? You may have a sub-heading, partys interests and goals?
view? How do you justify your claims? Frames under which you have In your plan this is a guess.
What story explains these specific statements describing
During (Research) Chit Chat you
things in terms that make sense your story and why it helps the
CHECK your guesses and maybe
to THEM? other side understand you.
adjust your framing accordingly.
Threatening Identify weaknesses in your own Some parts of your plan will A heading, Threatening Not required for any of the plans
questions from plan and anticipate how the appear weak, in part because questions and their prepared
the other side other party can probe for those that part of your situation is answers.
DURING weaknesses with careful weak or you dont know how to A list of questions that would
negotiation questions. plan effectively. Identify those expose weaknesses in your plan.
parts and devise questions that These are NOT trivial.
would expose them.
Prepared Having anticipated how the other Devise answers to the feared A list of matching answers to Not required for any of the plans
answers to party can use questions to probe questions. those threatening questions that
Threatening for for weaknesses in your plan strengthen (or at least protect)
questions from what answers can you prepare to your position.
the other side survive tha attack?

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