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BU121 Week 9 Lecture 2.docx

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Laura Allan

BU121 Week 9 Lecture 2 Assess Their Tendency  Most people are extremely predictable  Key is to be observant enough to recognize it o Behavioural style and company culture  Culture of a company affects someones style  4 basic interaction styles – similar to DISC o Pace of information exchange  how engaged are they, how quickly are they talking or how passive are they o Focus on tasks or relationships  Drivers (D)  fast paced, task focused  Drivers: unemotional task focus, going at it in a more direct fast paced way, often intimidates people but are probably the easiest person to negotiate with me, concern is failure, don‟t want to fail on the big things, tend to take on a competing strategy  Expressives (I)  Expressive: someone that wants to be engaged with you, want to collaborate with you and are often dreamers, concern is boredom  people focused, fast paced  Amiables (S)  Slow paced, people focus  Amiables: moving at a slow pace to make sure that everybody‟s happy, annoy the driver/expresser because they are going to slow, do this because they do not like conflict, more likely to accommodate because they do not like the conflict, concern is conflict  Analyticals (C)  Analyticals: moving slowly, focused on task, know their analytical when they would like to see more information and analyze the data, going behind it cautiously, don‟t want to make a mistake (concern)  Slow pace, task focused Strategize  None of the four strategies are universally applicable or appropriate  Avoidance  Minimal issue  Recognize it may grow in importance  Do it in way that demonstrates investment in relationship  Superior option readily available elsewhere  Objections are a sign of interest  Avoidance can be negative  Accommodation  In significantly weaker bargaining position – no leverage  Can improve leverage with knowledge  How you accommodate is as important as when  “this time around we would be willing to consider…” and don‟t make excuses  Accommodation: makes sense when in weaker bargaining position, don‟t make an excuse when you mess up and give in, best way to accommodate when you mess up is by taking full responsibility  Competition  Opponent not inclined or capable of collaborating  Need senior players in loop to get at true needs  Not worth the effort  not worth the effort – don‟t think there is a potential relationship, but best to think they can all be long term business potential  Be careful to look for true potential of negotiation  Collaboration  When situation presents a significant opportunity with capable and willing decision-makers on all sides  Win-win-win  80/20 rule  80/20 rule – only 20% of population can do this, only works 20% of the time but results in 80% of your success. Without internal collaboration within company, it is hard for them to collaborate outside the company.  Requires preparation, need identification, and candor – trust  Internal collaboration is prerequisite for external collaboration Principled Negotiations  Typical neg0tiations are „positional‟  Idea is that most people go into negotiations arguing for position, not principal.  People state their positions – what they want  Strategy is „distributive‟  they all take the mindset that the size of the pie is fixed, how to best distribute the limited resource  Competing, compromising, or accommodating  Principled negotiations use an „integrative‟ /collaborative strategy  Produce a wise agreement  Efficiently  and amicably  want to end up strengthening relationship, or at least not ruining it  4 basic points:  Separate the peop
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