LANGUAGE PRACTICE AND NEGOTIATION SKILLS

LANGUAGE PRACTICE AND NEGOTIATION SKILLS

A model Presentation (continued from previous page)

‘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 keep 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 options 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

Signaling
Study these examples of ‘signaling devices’ from listening. Then write suitable headings for the groups of phrases that follow to summarize what each is signaling. As a guide to complete 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…………

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 summarize 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. 

Positive regard for yo``````````````````````````urself 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 strategy

In this strategy, both parties are satisfied with the settlement negotiated, it aims to meet the needs of both parties,  not to win position or gain victories on one party’s expense,  result is hard to achieve, good verbal and nonverbal communication and careful listening help to achieve it.  It succeeds only if both parties concentrate on problem solving and effective communication strategies well. 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 strategy

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 strategy 

This is 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

Lose-lose strategies result from 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 the parties. 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 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, they are introverted and reticent with information (feedback),
hide their feelings.
Self-protecting:
People use divisionary tactics, discussing other people or side tracking to other issues hides their true feelings.
Self-exposing:,
People wish to be centre of attention, demand this attention by speaking loudly, and 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 (barriers)

Psychological barriers

When you are negotiating, psychological barriers may raise. It 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.  

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 behavior.
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 makes 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.