LANGUAGE PRACTICE AND NEGOTIATION SKILLS:Psychological barriers

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Lesson 40

LANGUAGE PRACTICE AND NEGOTIATION SKILLS

Vocabulary 2

`Good afternoon, everybody. I'd like to thank you all for being here'.

`My purpose today is to tell you about our corporate strategy for the next decade, and, more

specifically to bring you up to date With our plans for Quetta.'

To start with I'd like to describe briefly our current marketing policy in the Punjab. Then I'll

illustrate some of the problems we're having over market share. After that I'll quickly outline the

opportunities we see for further progress in the 21st century. Finally I'll quickly sum up before concluding

with some recommendations.

Please feel free to interrupt me if you have any questions at any time.

Now I'd like to draw your attention to chart B showing our sales revenue and pre-tax profits over

the last ten years.You will notice that although turnover has risen, our profits have not increased at the same

rate.

I've talked about our current position in the Punjab and I've pointed out some of the problems we

are facing. Well, what option are open to us now? Where do we go form here?

`As I have already indicated I think our first priority must be to build on the excellent results we

have achieved in certain markets in Sindh . I'm referring of course, to Karachi and Haidrabad Spain. Let me

quickly expand on those successes before we move on.

`We should not forget the Peshawar market. Admittedly our results there have been poor so far,

but there are signs the market is changing and we can learn a lot from our mistakes On balance, though, I

think we stand to gain most from concentrating on southern areas and I strongly recommend we put all our

efforts into further expansion in these areas.

In conclusion, may I thank you all for being such an attentive and responsive audience. Thank you

also for your pertinent questions. Are there any final questions.

Language Practice

Signalling

1. Study these examples of `signalling devices' from listening 2. Then write suitable headings for the groups

of phrases that follow to summarize what each is signaling. As a guide to completing the exercise, a heading

for group 1 has been given.

Before doing so, I would like you to look at some interesting statistics.

What do these world statistics to us?

Let me give you an example that I think really brings out graphically what I mean.

Now for some trends in the market

I'll start with memory models.

1. Introducing the topic

Let me start by...

I'll start by....

First of all, I'll.....

Starting with..........

I'd like to begin by............

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2. ..................

Right, I've told you about....

We've looked at ..........

That's all I have to say about..........

So much for.......

3. ................

Let me turn now to.....

Let's move on to.........

Turning to............

I'd like now to.......

Next...........

Let's look now at.........

4. .........................

Where does that takes us?

Let's look at this in more details

Translated into real terms,..........

What does that mean for us?

5....................

for example,...........

a good example for this is.........

to illustrate this point............

6. .........................

I'll deal with this later, if I may, but for now..............

I'll come back to this question later in my talk.

I won't comment on this now,...............

We'll be examining this question in more detail later on.

7.......................

let's recap, shall we?

I'd like to sum up now...........

Let me summarise briefly what I've said.

Let me remind you, finally, of some of the points I've made.

If I can just sum up the main points.........

8......................

First...........secondly...........thirdly...........lastly...........

First of all...........then...........next

After that...........finally...........

To start with ........... later ........... to finish up...........

Negotiation Skills

· Negotiation is a process in which two or more parties try to resolve differences, solve problems

and reach agreement. Good negotiation meets at as many interests as possible with an agreement

that is durable.

· Successful negotiators

· collaborate with another party (or parties) to reach a mutually beneficial agreement.

use empathy appropriately because they can see the situation from others' points of view.

put themselves in the other person's position to show them that they fully understand their

needs and concerns.

Respond with honesty.

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Positive regard for yourself and the others involved will communicate your warmth and

acceptance of them. Negotiators who have respect for themselves are also likely to show

respect for others.

Good negotiator's verbal and nonverbal communication is open, confident and oriented to the

needs and concerns of both parties.

Negotiation Strategies

Although negotiation has a specific purpose to reach agreement it does not always achieve this

aim.

Before attempting to negotiate, consider the differences between the following four strategies.

1. Win-win strategy

2. Win-lose strategy

3. Lose-win strategy

4. Lose-Lose strategy

Win-win strategies:

· both parties are satisfied with the settlement negotiated.

· aims to meet the needs of both parties,

· not to win position or gain victories at one party's expense.

· result is hard to achieve.

· good verbal and nonverbal communication and careful listening all help to achieve it.

· succeeds only if both parties concentrate on problem solving strategies and on communicating well.

· bargaining on the interests of both parties.

· Each party is then more likely to be committed to the outcome.

· Even as you reach a win-win conclusion that suits both parties, circumstances can change. After

successfully negotiating a difficult or important issue, take the time to follow up to check that the

other party also considers that the result is win-win.

Win-lose strategies

· result in the party who initiates the conflict being satisfied and the other dissatisfied. This strategy

focuses on the initiator's problem to the exclusion of the other's.

· The initiator wins.

Many people who adopt this strategy use a confusing presentation or a dominating style of

speech and body movement. This invites the other side to be just as difficult, or to withdraw

from conflict

· Lose-win strategies

a situation in which the initiator is dissatisfied and the other is satisfied.

· The losing party usually makes too many concessions. In an extreme case, the win-lose style of

negotiation and the lose-win style of negotiation can lead to a deadlock followed by the lose-lose

result. Deadlocks can occur when neither party is satisfied by the negotiations.

· Lose-lose strategies

· result form a situation in which the objectives of both parties are too rigid, or

· both parties are unable to collaborate, or unaware of the opportunity to do so.

· both parties walk away from the negotiation dissatisfied.

· When agreement cannot be reached, a third party may mediate to help them reach a solution, or

arbitrate and make the decision on behalf of both parties. Both sides may lose.

· In any negotiation, be aware of your own and the other person's objectives and expectations.

Keep your objectives reasonable and try to avoid the lose-lose outcome

· Personal stlye

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Personal Styles in Negotiation

Whenever people come together to negotiate, they bring their own personal styles, and these affect

the way they communicate and handle the conflict.

Self-denying;

people difficult to negotiate,

are introverted and reticent with information(feedback),

hide their their feelings

Self-protecting:

People use divisionary tactics,discussing other people or side tracking to other issues hide their true

feelings

Self-exposing:,

People wish to be centre of attention, demand this attention by speaking loudly,speak over other

use attention-seeking body movement or by ignoring feedback and other's view

Self-bargaining:

People show feeling if you show yours.wait until you lead them in negotiation open up when others

initiate the process

Self-actualizing:

People ideal negotiators , want information and feedback from others, present information

constructively to aid the negotiation process, achieve goal without conflict(berriers

Psychological barriers

· When you are negotiating, psychological barriers may raise.

· may be produced by you or the other party.

· Be on the alert for signs of these barriers. `Listen' for their effects and use your communication

skills to ease or lower them.

Psychological barriers to negotiation may include:

· Fear of being taken for a ride

· Wanting to be liked

· Guilt about wanting to be assertive

· Wanting to be `nice'

· Feeling intimidated by so-called powerful people

· Fear of conflict or confrontation

· Fear of losing face with the boss or colleagues

· Lack of self-confidence

Power

Power in Negotiation

· When an organization delegates people to get the job done, it gives them power to act. Power may

be used to influence and, in some cases, to control people.

· It can also be used to bring about change. Power can be exerted over one person or a group by

another person or group.

· Power used well achieves good communication and results.

Each person has and can enjoy power.

· Observe how you use power.

· If you use it properly, you will make an impact on workplace decisions and actions. Abuse or

misuse it and people will mistrust you.

· Power is a useful tool in the negotiation process; however, if you misuse it or refuse to use it

correctly, the likely result is tension and conflict.5 types of power

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Five types of workplace power .

· Legitimate power bases on a persons position or role in an organization.their authority and

control over resources gives them power hat is acknowledged

· Expertise power people with more skill and strength than others have to them;their colleagues

defer to them

· Reward power is exerted by someone who has control over resource desire by others.Such as

person can influence and manipulate behaviour

· Coercive power is exerted by those who use their authority or any force, emotional or physical,

against the interest of the other party

· Consultative power is exerted by someone who seeks information, considers other's advice and

make plans with others

· They operate in any workplace, either singly or in combination. Perception of what power is and

how it should be used varies between people and organizations. Acknowledgement of, and

deference to, power depends on others' perception.

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