| find yourself in a position where it is difficult for | | | | a series of questions to help you (and them) to |
| you to make sense of all the issues & interests | | | | accurately identify their key interests. The best |
| of the many parties that are involved in a | | | | question to ask is "Why?" "Why is this negotiation |
| negotiation? | | | | important to you? Why are you assuming this |
| This is a common challenge. Much has been | | | | position? Why is this option being explored?" |
| written about how to deal with complex | | | | 3. Create a frame that is appropriate for each |
| negotiation situations - unfortunately most of it is | | | | stakeholder. |
| generically focused and does not address the | | | | Once you have identified the interests of each |
| needs of business negotiators. | | | | stakeholder, you should now create the |
| The field of business-to-business negotiation can | | | | appropriate frame. Different people take decisions |
| be very complex indeed, and without a | | | | for different reasons. It is not appropriate to |
| navigational tool to assist you in managing this | | | | highlight the same points to support decision |
| complexity, you could miss opportunities and cost | | | | making to all stakeholders. You should focus on |
| yourself and your organisation dearly. | | | | communicating the most appropriate frame to |
| The key to unlocking optimal value from your | | | | each stakeholder or potential stakeholder. |
| complex negotiation situations is for you to | | | | A decision, or part of a decision, can be |
| identify and understand the interests of all the | | | | significantly impacted by the frame that you |
| parties impacted by or participating in the | | | | create for the stakeholder. |
| negotiation. In some cases, it can be easy for you | | | | 4. Create an effective management structure for |
| to understand both the positions & interests of | | | | the negotiation |
| stakeholders in the negotiation. In most cases, | | | | It is of critical importance to think about how you |
| however, it is not only difficult for you to identify | | | | will manage the various stakeholders in the |
| the interests of stakeholders; it is also difficult for | | | | negotiation. In complex transactions, you will need |
| you to identify all the stakeholders. | | | | various resources to support the negotiations. It is |
| What then are the most critical strategies and | | | | critical that you identify a clear role for each |
| skills you need to successfully deal with complex, | | | | participant and that you create an environment |
| multi-party negotiations? | | | | within which you present your counterparts with a |
| 1. Identify all the stakeholders in the negotiation. | | | | consistent message. |
| This may be stating the obvious but in practice, it | | | | If your counterparties experiences you and your |
| can be difficult for you to spot and track all the | | | | team to be rational, the odds are greatly |
| stakeholders in a negotiation. In a business | | | | enhanced that they will also respond to you in a |
| environment, you should at minimum try to | | | | rational fashion. |
| identify the following stakeholders:a. The financial | | | | You can only present a unified and rational 'front' |
| stakeholders | | | | if you have considered the roles & responsibilities |
| These are the individuals or groups that will | | | | within your negotiation team. |
| finance, underwrite or lend authorisation to | | | | Split the focus in the team between those that |
| conclude an agreement based on the financial | | | | will manage the relationship aspects, and those |
| terms proposed. It is key that you identify all | | | | that will manage or be involved in the task related |
| potential individuals that may have an interest in | | | | activities. Remember to create an agenda that |
| the financial aspects of the negotiation.b. The user | | | | addresses the interests of all potential |
| consumer stakeholders | | | | stakeholders. |
| These are the individuals or groups that will | | | | A successful way for you to simplify complex |
| implement and support the outcome of the | | | | negotiations is to add structure. |
| agreement that is reached. Typically these are | | | | You need to focus on the process elements to |
| the stakeholders that will live and work with the | | | | ensure that you make progress at every level of |
| outcome of the negotiations on a day to day | | | | the negotiation. You will find that complexity can |
| basis.c. The technical & legal stakeholders | | | | be more easily managed with the use of an |
| These are the individuals or groups that will sign | | | | appropriate supporting structure. |
| off and approve the technical and contractual | | | | Jan Potgieter is the Founder & Managing Director |
| dimensions of the negotiations.d. Guides/Gurus & | | | | of Business Negotiation Solutions Limited. To sign |
| other Influencers | | | | up for a free 5 day negotiation skills training |
| These are the individuals or groups that hold | | | | e-course go to |
| significant influence over the decision makers | | | | Report this article |
| involved in the negotiation. | | | | This article is free for republishing |
| 2. Identify the interests of each stakeholder in the | | | | Source: |
| negotiation | | | | Republish this article |
| There are basically two ways for you to identify | | | | Ask a Question About this Article |
| an individual or group's interest in a negotiation. | | | | >> Are Associate Degrees from a |
| The first way is to put yourself in that individual | | | | community college worthless?‎ |
| or group's position and to try and see things from | | | | >> Elders going back to college |
| his/her/their perspective. What supporting data | | | | >> What are the different rate plans for |
| would you require? What precedents would apply? | | | | the IPhone ... |
| What assumptions can you make, and test? | | | | >> Is it even necessary to get a phone if |
| The second way is to ask the individual or group | | | | you can get ... |