Emergency Department Directors Academy Phase III Spring 2020 Negotiating Skills DESCRIPTION It has been said, “You don’t get what you deserve; you get what you negotiate.” Negotiations, formal or informal, are part of the daily life of the ED leader. This course will sharpen skills with fundamental principles central to negotiating and practice. The facilitator will lead the participants through critical negotiating principles and techniques that can be used in our professional and personal lives to get what we want and deserve. OBJECTIVES

• Describe components of successful negotiation. • Develop a successful negotiating strategies, starting points, concession and compromise. • Overcome hurdles, ploys and deadlocks. • Utilize “Principled Negotiation”. • Demonstrate power skills of expertise, higher authority, competition. • Develop a personal style.

2/4/2020, 1:00 PM - 3:00 PM; 3:15 PM - 5:15 PM FACULTY: Robert W. Strauss, Jr., MD, FACEP DISCLOSURE: (+) No significant financial relationships to disclose

Negotiation SkillsPrinciples for Success

Robert W. Strauss, M.D., FACEP ED Directors Academy – Phase I

Dallas, 2018

“Everything we want … is under the control of… someone else.”

Roger Dawson

“The first offeris never

the final offer.”Edward Levin

Successful negotiationis a mutually acceptable

resolution of a conflict.

Classic views of Negotiation Negotiation is DistastefulTo some because:

Ø The Tijuana Syndrome –Haggling that cheapens allinvolved.

Ø The International Treaty –Expertise unobtainable by a mere amateur.

Concession BehaviorSoviet View

Concessions are a sign of weakness.

Ask for more!!

Negotiation is

Knowing and Caring

about what you want!

Components of Success

Ø AttitudeØ InformationØ TimeØ PowerØ and…

Planning(Among Inexperienced)

90% of planning occurs just before the negotiation . . .

10% occurs afterwards!

PlanningLike a wedding, good negotiations

are well orchestrated events.

Among novices, preparation is the most frequently ignored

component of negotiations

Create an Environment of Trust

”Seek first to hear, then to be heard”Steven Covey

“We will bury you!”Nikita Khrushchev

Learn to control your emotions.Emotional negotiations harbor resentment.

“Facts are a stupid thing!”

Ronald Reagan

“I worked for a menial’s hire,

only to learn dismayed,that any wage I’d asked of life,

life would have paid.”

Jessie B. Rittenhouse

“If you get too much, you can give some

of it back later”

Aileen K. Strauss

The Harvard Experiment

Dean Fouraker

“People who expect more,earn more.”

Dean Fouraker

Paradox of LOFTY Goals

SimultaneouslyWin More

Lose More

How do you respond to:

NO!!“Open your mind”

Be willing to accept “NO”

Aspiration=

Success

“A Study of the Relationship of Negotiator Skill and Power as

Determinants of Negotiation Outcome.”

Higher aspirations

lead to higher awards.

Negotiators project

their own aspirations.

“He is well paid, who is well satisfied.”

William Shakespeare

Fair and reasonable to Me are Not necessarily fair

and reasonable to You

Time / DeadlineØ Greatest concessions occur at

the last minuteØ Easy settlements don’t achieve the

greatest concessionsØ What happens if you go beyond

the deadline…

. .

I . . ..... .·-"f-i - ....s·.O 0 ,,Ill. . . .'

D E A D L I N EDetermine:

Ø Their deadline.Ø Is yours real?Ø Can it be extended?

PowerMost people believe,

the other side has more.

“The dumber one appears to be, the more relaxed and vulnerable the other side will be.”

Roger Dawson

Weak = Strong Dumb = Smart

The Power of:Ø WeaknessØ CompetitionØ Limited Authority

Competition Solutions

If you are one of several options, they compete for you.

If you appear desperate, you compete for them.

Ø Gain informationØ Describe your uniquenessØ Develop your own options

Competition Solutions

Ø Establish authority earlyØ Play on prideØ Gain commitmentØ Invent your own authority

Limited Authority

NegotiationsHow do you:Ø StartØ ConcedeØ Overcome Obstacles

Hoveland’s

Experiment

A, B, . . . . . . X . . . Y, Z

Creating Vision

If you want to move people along a continuum,

you’ve go to show them what is beyond where you want them to go.

RWS

The

Incremental Natureof

ConcessionsGuccione – Penthouse Boardwalk Casino Republican Debates – Eminent Domain

Karass on ConcessionsWinners

Ø SmallConcessions

Ø LastConcessions

Ø Decreasetoward deadline

LosersØ Large ConcessionsØ First ConcessionsØ Increase at deadline

“…but this swift business I must uneasy make,

lest too light winning make the prize light.”

The Tempest

Shakespeare

The “Too Easy”Win

The used car… a GREAT deal?

The “Too Easy”Win

Ø I could have done betterØ Is there something wrongØ I don’t trust them

The Theory of Yes

Just say“YES”

Definitely Not Nancy Reagan

Negotiating Ploys

“The greatest cunning is to have none at all.”

Carl Sandburg

Negotiating PloysØ Bait and Switch

Ø Good Guy / Bad Guy

Ø Higher Authority

Ø Funny Money

Ø False Reluctance

Ø End Run

Ø Puppy Dog

Ø Nibble

Ø Abuse

Ø Flinch

Focus on interests, not positions.

Getting to Yes Fisher and Ury

Satisfaction is not necessarily linked

to outcome.

“Michael,I am more proud of how you handle your success than I am of your success.”

Kirk Douglas