| PREPARATION
|
SCORE
|
| 1.
|
Before negotiation,
I make sure to understand my organization’s interest and
concerns |
|
| 2. |
Before I go into negotiation, I identify
my best alternative (away from the table) and work to improve
it |
|
| 3. |
I make sure to understand
as much as I can about the other side’s interest before
entering into formal negotiations with them |
|
| 4. |
Prior to negotiating, I formulate multiple
proposals to put on the table that are good for them and
great for me |
|
| 5. |
In advance of a negotiation,
I collect relevant data I can use to support my arguments
|
|
| 6. |
I secure authority from those I’m representing
to invent options that will meet our key interests as well
as theirs |
|
| 7. |
I resolve disagreements
within my own organization prior to negotiating |
|
| 8. |
In advance of a negotiation, I explain possible
trade-offs to those I represent |
|
VALUE CREATION |
SCORE
|
| 9. |
At the table, I suggest
that we focus on joint problem solving rather than hard
bargaining |
|
| 10. |
I share with counterparts my concerns regarding
the negotiation process |
|
| 11. |
I set forth expectations
that account for constraints on both sides |
|
| 12. |
I encourage all parties to invent multiple
options prior to making any commitments |
|
| 13. |
I respond to “tough tactics”
by continuing to explore interests and invent options |
|
| 14. |
I ask “what if…?” questions to help identify
ways of achieving mutual gains |
|
| 15. |
I work hard to uncover interests
that might lead to new options and linkages |
|
| 16. |
I am careful to take account of my own side’s
needs when suggesting options |
|
GENERAL COMMUNICATION |
SCORE
|
| 17. |
I ask questions that encourage
others to share their interests and concerns |
|
| 18. |
I seek to summarize the important interests
on all sides of the table |
|
| 19. |
I check to make sure I have
understood what others are trying to communicate before
moving on |
|
| 20. |
I try to help others understand my side’s
most important concerns |
|
| 21. |
I maintain a positive tone
throughout the process |
|
| 22. |
I remain calm and confident when speaking
|
|
| 23. |
I am sensitive to others
parties’ psychological needs and motivations |
|
| 24. |
I manage time effectively in conversations
|
|
VALUE DISTRIBUTION |
SCORE
|
| 25. |
I am able to influence others
to move toward options that I favour |
|
| 26. |
I make concise, effective arguments to support
my proposals |
|
| 27. |
I explain standards or precedents
in ways that are understandable to all parties |
|
| 28. |
I advance a few good arguments rather than
many different ones |
|
| 29. |
I acknowledge others’ standards
or precedents but I avoid debate that is solely based on
them |
|
| 30. |
If an important negotiation reaches an impasse,
I seek help from “neutral” parties |
|
| 31. |
I share appropriate data
to support options that my organization favours |
|
| 32. |
I am not intimidated by aggressive people
or behaviour |
|
IMPLEMENTATION TECHNIQUES
|
SCORE
|
| 33. |
I anticipate problems that
the other side may have living up to their commitments,
and I address those in the agreement |
|
| 34. |
I anticipate problems that my organization
may have living up to its commitments, and I address those
in the agreement |
|
| 35. |
I help my counterparts to
think of ways to sell the proposed agreement to their stakeholders
|
|
| 36. |
I am able to sell agreements effectively
to my stakeholders |
|
| 37. |
I resolve disagreements
about future events/trends by proposing contingent provisions
in the agreement (i.e. “if X….then we do Y”) |
|
| 38. |
I specify details (terms, dates and methods)
in final agreements in ways that prevent misunderstandings
later |
|
| 39. |
I schedule regular conversations
after negotiations are concluded, in order to surface issues
before they become problems |
|
| 40. |
I include dispute resolution clauses in agreements,
to avoid future litigation |
|
|