Effective negotiating skills: a practical application

Negotiations are often associated with a contract of union, with strongly held positions or situations of conflict. However, looking to negotiate a better perspective, we are surprised to discover that it is very much part of our daily lives. Daily, we bring the negotiations in our relationships, our businesses, and our working practices.

Recalling the various negotiations in which they were involved, one clearly stands out in my mind. It was a meeting of performance assessment in a previous job. I remember how the meeting took place and its unproductive results. Later I learned effective negotiation skills that would produce a winning result for all parties involved.

Performance evaluation has been conducted once a year in my previous organization. I was afraid that the review because a new manager, who had observed the work performance of employees was conducted. It was rumored that he would evaluate each one as only competent employees, and contrary to my expectations, the word has proved true.

My meeting performance evaluation has become no more than a complete overhaul of all aspects of my job description. For each dimension has attacked an equal sign to indicate that I had performed as expected. There have been instances where he thought I had done above expectations, and with this, I strongly disagree. Not only do I agree, but I felt I was becoming angry and resentful.

At that meeting, I took the approach position described in Fisher and Ury (1991) in their book Getting to Yes I let my supervisor know that I disagreed with her and began to explain my point of view of My personal performance, which I carefully backed with facts and figures. I made sure I knew he deserved a much better score. He took the approach position as well. He restored all my facts have proved that my performance was as expected, and no more. I tried to convince her examples, but she had taken a stance and not backing down. I did the same. We were locked in our positions and do not reach a satisfactory agreement.

This review of the performance made me feel as if I were in a battle and lost. I began to see my supervisor as my opponent, and our relationship to work immediately. I learned that the approach produces a position not wise or profitable for both parties. If the situation should occur again, able to manage that the negotiation in a much better way.

The circumstances would be the same. My new supervisor will have little knowledge of employee performance for previous months and would opt for a competent evaluation of the entire line. I would be classified as an employee is also responsible. But here is where it can be different for my real experience. My approach would be renegotiated principle negotiation, negotiation on the merits.

I began by separating the people from the problem, as pointed out by Fisher and Ury (1991) Influence in the book. In this case, separate the people from the problem in order to understand why she felt compelled to evaluate me in this way. Maybe it was told to do so by his supervisor, or it can be understood that this is a fair way to evaluate a performance that was not observed. Whatever the reasons, my new approach would not take it as a personal criticism, and I would remind myself that the relationship is more important than being the result of this review.

The next step would be to focus on our common interests. I learned that the purpose of an evaluation system is to improve the performance of the employee. Should be goal oriented and should report the specific needs of an employee training and development. So rather than taking positions on my work over the last twelve months, the content of the new meeting would be to identify specific targets of performance and to develop an action plan to achieve the target during the next performance period.

If I was given the opportunity to go through that review meeting of performance once again, this is what I would say: "I realize that you consider me a competent worker, which is what I strive for, but I would be more. jurisdiction. If you agree with me, I'd like two of us to focus on the future and how I can improve my performance. It is the practice of our organization to measure the performance target set in the previous period performance. I would like to work with you and set goals for my development over the next twelve months. "

Principles of towing should work in the above-mentioned proposal, reciprocity and above. The principle of reciprocity, says that we should repay what another person has provided for us. One consequence of this principle by Cialdini (1993) is that we feel compelled to make a concession to someone who has made a concession to us. By ignoring an average rating, I would have made a concession. With reference to the past practice of our organization in relation to performance, would establish precedence. I would expect that my supervisor has agreed to focus on a common goal if I had taken this approach.

The development of options for an action plan for the next period of performance would not be a difficult task at that point. A number of options should be listed that met my supervisor like me. Ownership of ideas that belong to both, and surely a plan for mutual gain would improve performance.

Once my supervisor has decided to develop an action plan for the next performance period and worked with me on a list of options, a third principle of persuasion should come into play, the principle of commitment and consistency. Attention, as Cialdini (1993) means that there is a natural tendency to behave in ways that are consistent with the position we have taken. At this point, I would expect to see the old way of employees or average near the center of the scale should be gone forever. The type of proposal evaluation meeting is based on objective criteria and focuses on solving problems rather than finding faults. He looks to the future and gives principals, do not pressure.

In a real life situation, a meeting of performance assessment, effective negotiation skills can be used for mutual gain. In examining the positions that can be undertaken, it is clear that a stand position does not produce a satisfactory outcome for both parties. Using effective negotiation skills that determine a winning result for all, understand that separates people from the problem, focusing on mutual interests, inventing options for mutual gain, and using objective criteria. Principles of persuasion, reciprocity, precedence, ownership, commitment and consistency are valuable tools in further negotiations.

REFERENCES

Fisher, R. and Ury, W. (1991). Getting to Yes New York: Penguin Books.

Cialdini, R. (1993). Influence. New York: William Morrow ......