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The following items are tagged internal.

Negotiating for Continuous Improvement: Monitor and Assess Your Negotiation Skills

Posted by & filed under Negotiation Skills.

Many organizations subject their executives to rigorous performance reviews, yet few companies include negotiation effectiveness as one of the core competencies they track. Instead, negotiation is usually subsumed under categories such as “emotional intelligence,” or “persuasiveness.” The negotiator-related questions posed in most “36-degree assessments” don’t measure the right skills and abilities, such as preparation. When evaluators do assess negotiations, they typically rely only on post hoc accounts and overlook the details of the bargaining experience.

Your Own Worst Enemy

Posted by & filed under International Negotiation.

Why do some people get under our skin? Something they do or say pushes our hot buttons. Annoyance doesn’t foster productive negotiation, of course, but it’s not our fault that they’re getting on our nerves. Or is it?

Psychologists caution that when we have strong visceral reactions to other people, we should examine our own feelings and attitudes, not just theirs. If we’re honest with ourselves, we may recognize in other people’s behavior the dark side of our own nature.

Barbara Gray, professor of management and organization at Pennsylvania State University, calls this internal demon our nemesis. It’s always lurking inside us, ready to pounce.

Negotiating Systems

Posted by & filed under Negotiation Skills.

While most negotiation research aims to sharpen individual managers’ skills, there is growing scholarly and professional interest in an organizational approach to negotiation.A systemic perspective evaluates the training, authority, procedures, and resources that manager need to improve their companies’ “return on negotiation,” as consultant Danny Ertel puts it. Looking at negotiations broadly reveals important design questions.

Moving Toward the Cutting Edge

Posted by & filed under Negotiation Skills.

“What a small world” is an oft heard phrase used to describe anything from running into a friend far from home to discovering a group that shares your particular interests. In the first instance, the phrase conveys a sense of proximity that is paradoxical given the world and, in the second it denotes a social niche, a specialized group with shared interests. In both cases, the technology increasingly serves to tie people together, overcoming the barriers of physical distance and obscurity. William Ury, in his piece “Stay Open” for LifeByMe.com, advises us to be both resilient and present when faced with complexity.
Professor Ury explains that avoidance is one of the most common techniques people use to delay discussing a difficult issue. Rather than tackling the issue head-on, we often retreat back into the comfort of the shadows while our problem lingers and negatively affects our relations with our counterpart. To avoid this, William Ury tells us to move towards the issue, or , as he writes, “Paradoxically as I engage with a problem, getting closer to the issue, I feel safer and my heart feels lighter, because I know I’m not stepping aside from the issue, but am moving toward the cutting edge.”

The Art of Saying No: Save the Deal, Save the Relationship, and Still Say No

Posted by & filed under 1 Day Courses, Executive Training.

How can you say “No” to customers – external or internal – who are pressing you to do something not in your organization’s interest? How can you say “No” to an overly demanding employee or a demanding boss without hurting a valuable relationship? How can you save the deal and the relationship and still say “No”?

Saying “No” the right way may be the single most valuable skill in negotiation—absolutely key to getting to “Yes”. As you will learn in this one-day course, the secret to saying “No” while protecting and advancing your core interests without compromising relationships lies in the art of a “Positive No.”

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