You’re in a difficult negotiation. How can you use problem solving skills to get what you want?

As in Kidlin's Law, “if you can write down the problem clearly, it is half solved”, I have certainly found this to be the case for me. Just the act of defining the problem, and then trying to write down options and solutions, I find my brain can order things better and shed new light and perspective on the issue. It’s a discipline I find helpful and use a lot. Give it a try…

In general, I talk about something completely different. 1/It relaxes the atmosphere 2/ the real stakes are revealed In addition, it is good to prepare the ground: Call a key person upstream. Ask people in the field for a precise analysis of the situation and the balance of power involved. It doesn’t guarantee anything for the future but it illuminates the debate.

The first thing is to differentiate innovative, collaborative options from concessions. Finding something to trade or give away is not problem solving, it’s granting concessions. Problem solving usually involves the application of technical & commercial expertise eg can the deal be restructured thru tax effect, phases & verification, etc. The big one for me is mutuality. It’s amazing how often if one party presses for something, the best response is “we could consider that if we make it mutual - risk, exposure, limitations, revenue, etc. To me, that’s often the essence of problem solving in negotiations ????

It is surprising, I was about to write a article on this topic and the same has been presented here. I am surprised that we all miss the basic and most important part, "WHY"? In all my life I have stressed this as the most important part. Another important point to be noted is that the "WHY" will have different perspectives from different stakeholders. Once the "WHY" is understood, the problem becomes self explanatory. Always start with the "WHY". I suggest reading this book, "Start with Why" by Simon Sinek. It is a very good book. Regards, Jimmy Mukkalath

In challenging negotiations, employing problem-solving techniques like using a whiteboard can be effective. Listing options with their pros and cons provides a visual overview, while addressing issues on the board allows both parties to voice opinions and find common ground. When verbal negotiation falls short, a whiteboard aids in clarifying points, especially when numbers are involved, ensuring a clear and thorough understanding for all parties involved.

This should read generate "Options" which are things you can do/agree to with your counterpart. Separate inventing/brainstorming options from their evaluation, which will enable you both to see everything on the table before deciding how best to proceed/agree.

Once you've identified the problem, the next move is to brainstorm possible solutions. Be open-minded!! Stay away from fixating on a single solution. Don't hesitate to involve the other party, seek their input, and be curious about their thoughts. Flexibility and an open exchange of ideas will pave the way for finding alternatives that satisfy everyone's interests.

Focus on creating win win situations for both parties to achieve mutual gains. Negotiators should see if they can create additional value rather than just dividing available option

Many people that are familiar with negotiation know the acronym BATNA. It stands for Best Alternative To a Negotiated Agreement. It's a fancy acronym for "what's your plan B?" However, your "best alternative" may be terrible. So when you think about alternatives, I like to bucket them into categories: highly desirable, desirable, not desirable, none. If you have highly desirable or desirable alternatives, you have power. If you don't have attractive alternatives, you better make sure your counterparty doesn't know!

Try to anticipate some steps and create several scenarios in advance. Ask them for their suggestions before you say yours, try to be fair enough in all proposals if you want to reach an agreement.

The main reference point for assessing "Options" should be whether or not they satisfy your interests, and of course ensuring they are superior to your best alternative.

Note down points from both the sides. From that list first select topics which are agreeable to both sides. That way the other party feels that there is an intention to come to some agreement. From the topics which are not agreeable,both the sides need to see the BATNA (Best alternative to a negotiated agreement). In a negotiation both sides need to be flexible on their requirements and decide what are the points most important to them and let the other side feel they have won. It is not necessary to decide on the spot. Always fine to ask for more time to weigh in the options.

I have found that after your fully listen and then re-phrase what you think you heard, then you can offer a few suggestions to correct the issue. Do nit give more than 3 options because that will diminish each of them. Also, you may not have many options. They Key is to make sure that the customer/prospect feels like they have a choice and that you are providing solutions and not more obstacles.

In any difficult negotiation, one should always keep looking for alternatives. The person on other side of the table may not agree or may not get convinced with what you propose. He might be a tough negotiator looking for something better or something else. Hence alternatives in such a situation can always help you to close things amicably.

Utilizar a comunica??o n?o violenta mas assertiva com op??es demonstrando que as partes devem abrir m?o de pontos e ao mesmo tempo expressar o quê lhes é mais importante naquele momento.

Implementing and monitoring agreed-upon alternatives is crucial in problem-solving. Cooperation and accountability are key; ensure clarity and realism in agreements. Use action plans and timelines to define roles, steps, and resources needed. Set up feedback mechanisms to track progress, address issues, and meet checkpoints. These steps enhance negotiations, fostering trust and rapport while building essential skills for future challenges.

Documenting the agreed upon alternative and taking a formal sign off avoids any future conflicts. This also helps as a charter for both parties to follow and builds confidence and trust in the process as well as the stakeholders.

Nothing is written in stone. We live in a fast pace changing continuously evolving world. And that is not different for problem solving. I would say that implementing and the monitoring are essential to a successful problem solving. It is through monitoring that one can assess if the planned resolution to the problem is actually the best one; and if not, adjust it accordingly. It takes being humble to recognize that change sometimes is the best way to successfully resolve a problem or issue.

Executing and monitoring chosen alternatives is the final yet important step of problem-solving in negotiations. It warrants a blend of cooperation, accountability, and a clear, practical agreement. Tools like action plans or timelines can spell out roles, responsibilities, and resources required for successful execution. Establishing feedback mechanisms or checkpoints also becomes instrumental for active tracking of progress and performances. This stage is like bringing a well-crafted plan into action and continuously fine-tuning it for ideal outcomes. By following this approach, we can attain a satisfactory agreement and fortify trust, enhancing our negotiation skills for future challenges and opportunities.

Parafraseando Deming "Sem dados você é apenas mais uma pessoa com uma opini?o". Acompanhar a implementa??o das alternativas, sem viés e ser ágil para mudar descartar alternativas e implementar uma nova, o ciclo de aprendizado precisa ser curto.

I believe the wording of this question is the reason it’s a difficult negotiation. The focus is on getting what you want and in any negotiations asking questions, understanding customer needs and creating a win-win solution should be the focus for creating long-term sustainable customer relationships. If the focus is only achieving what you want in the deal, you may get the close but will you have a lifelong customer? One of the best pieces of advice I’ve heard about being an effective negotiator is you need competency and empathy, but the order matters most and leading with empathy is key.

In challenging negotiations with a customer, effective communication is crucial. Listen attentively to their concerns, empathize with their perspective, and maintain a calm demeanor. Clearly articulate your points and the value your product or service brings. Seek common ground, explore compromises, and be open to finding mutually beneficial solutions. Building rapport and showing a willingness to understand their needs can help navigate difficult negotiations successfully.

No man is an island, and nor is a solution! Anticipation, continuity, cost and customer benefit We learn from previous solutions, from the successes & failures of previous creativity, and problem solving, & thus learning is as much of the output as the solution. And one learning must be to anticipate a problem, or a failure. Six Sigma recognises such anticipation, and therein assures the continuity of e.g. factory production. Toyota, aim to continuously improve their products, & therein continously anticipate problems and improvements. Inspired by WE Deming (1983), the philosophy of continuous improvement is improving customer benefit, whilst reducing cost. Thus the additional elements of problem solving is cost & customer benefit.

Continually place yourself in the other side's shoes. How can their articulated interests be satisfied (or shaped)? What value can be generated to make the pie big enough for them to agree? Right down to.. How might they receive this form of problem solving communication? Etc etc...

Emotional Intelligence is key to a successful collaborative approach in problem solving and structuring a good deal. - With a good EQ, one will be in a better position to get to that win-win much quicker. - One will find it is easier to construct a good working relationship built on trust and a common urge for progress in the right direction.