Programme insights

We all negotiate on a daily basis, whether on a personal,

or professional level. Both personal, and professional success, can be advanced

through your ability to negotiate effectively. Our

training programme provides the opportunity to practice, and develop the ability to

effectively negotiate in those situations, where negotiation

skills are required.

Cutting edge content that is facilitated by experts, with key focus on the following outcomes:

Explain the need for negotiation skills in business. Explain the steps involved in the negotiation process.

Gain insights into individual personality as it relates to natural negotiation style.

Apply the steps in the negotiation process to an authentic work situation.

Explain strategies that could be used in negotiation.

LONG STORY SHORT WHAT IS IN IT FOR YOU?

Complete the NegotiationSkills Portfolio of Evidence.

YOUR LEARNING JOURNEY

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You’re in luck! There is no pre-work, so come prepared for the opportunity to develop and practise your negotiation skills in order to negotiate effectively, and make impact in your personal and professional life.

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Receive a Post-Training Infographic Mailer summarising key learning points, and providing tips and techniques for negotiating.

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If you select to complete the Portfolio ofEvidence and are deemed competent, then you will receive a Certificate of Competence.5

UNIT STANDARD:

NQFLEVEL: CREDIT: DURATION:

TRAINING DAYS:

PORTFOLIO BUILDING

DAY:

1 3 9 48 4 5 4 DAYS 3 1

PROGRAMME INFORMATION

Creating Unforgettable Learning Experienceswww.nimico.co.za

Communication Literacy at NQF Level 3

Level 3Mathematical Literacy at NQF Level 3

Level 3

DO YOU TICK ALL THE BOXES?

You recently took part in a learning journey with Nimico by completing the Negotiation Skills training programme where you were provided the opportunity to practice and develop your negotiation skills.

The training programme introduced you to a simple negotiation process to follow in order to effectively negotiate where negotiation is needed. Here is a quick recap of the Negotiation Process you followed…

You also learnt that your ability to negotiate requires a core collection of skills to bring about a desired result…

PREPARATION

TEAM DISCUSSION

THE PRESENTATION

REACTION & CLOSING

PREPARATION

ACTIVE LISTENIN

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MUNICATIONCO

LLABORATION & TEAM

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PROBLEM SO

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PROBLEM ANALYSIS

DO YOU RECALL YOUR NEGOTIATION STYLE?

DRIVER Ü Results-Oriented Ü Shark-like pursuit Ü Competitive Ü Move to close Ü Self-confident Ü Assertive Ü Preparation and focus is key Ü “Get the job done now!”

EXPRESSIVE Ü Personable and social Ü Flexible, creative and open to change Ü Big picture thinking Ü Little need for details Ü Begins on a social note Ü “Show me the next big idea!”

ANALYTICAL Ü Cautious and reserved Ü Organised Ü Systematic approach Ü Facts and figures Ü Analyses and processes data slowly

and methodically Ü Desires fair and economical outcome Ü “Leave no stone unturned…”

AMIABLE Ü Easiest appointment to get Ü Most difficult to close Ü Collaborative Ü Feelings over facts Ü Committed to mutual benefit Ü Confrontation = retreat Ü Trust is important Ü “Let’s talk about the impact on our

people.”

How is your style helping your negotiations?How is your style hindering your negotiations?

INTERESTINGARTICLE

Read the full article here: http://www.forbes.com/sites/

keldjensen/2015/10/18/how-to-become-a-better-negotiator/

www.nimico.co.za

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et

CARD KEEPER

CARD Kee

per

Theytalk

about

DRIVER Ü Results

Ü Responsibility Ü Objectives Ü Feedback Ü Performance Experience Ü Achievements Ü Productivity Ü Challenge Ü Effi ciency Ü Moving Ahead Ü Change Ü Decisions

ANALYTICAL Ü Facts

Ü Trying Out Ü Procedures Ü Analysis Ü Planning Ü Observations Ü Organising Ü Proof Ü Controlling Ü Details

Ü Testing

EXPRESSIVE Ü Concepts Ü What’s new in the fi eld

Ü Innovation Ü Creativity Ü Interdependence Ü Opportunities Ü New ways Ü Possibilities Ü New methods Ü Grand designs Ü Improving Ü Issues Ü Problems Ü Potential Ü Alternatives

AMIABLE Ü People

Ü Self-development Ü Needs

Ü Sensitivit Ü Motivations Ü Awareness Ü Teamwork Ü Cooperation Ü Communication Ü Beliefs Ü Feelings Ü Values

Ü Team Spirit Ü Expectations Ü Understanding Ü RelationsThey are:

Ü Pragmatic Ü Direct Ü Impatient Ü Decisive Ü Energetic Ü Challenge others

Ü Systematic Ü Logical Ü Factual Ü Verbose Ü Unemotional Ü Cautious Ü Patient

Ü Imaginative Ü Charismatic Ü Diffi cult to understand Ü Ego-centred Ü Unrealistic Ü Creative Ü Full of ideas Ü Provocative

Ü Spontaneous Ü Empathetic Ü Warm Ü Subjective Ü Emotional Ü Perceptive Ü Sensitive

Needs to learn: Ü Humility

Ü Spontaneity Ü Patience Ü Discipline

Ü Determination

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© Copyright Nimico

PREPARING FOR THE NEGOTIATION

App

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arket

APPROVAL OFFICIAL

Approval Official

App

le Market

SELLER CARDS

App

le Sell

erYou are selling one box of apples.Try to sell the highest price possible.You should not sell for less than

R60 unless you decide to make a loss.

Our blended learning approach, allows for an engaging and interactive training session.

2INTERACTIVE

PRESENTATIONS VIDEOSCASE STUDIES DIALOGUES SIMULATIONS SCENARIO CARDS ROLE PLAY

App

le M

arket

SELLER CARDS

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arket

TRANSACTION SHEET

Transaction #Indicated Price

on CardTransaction

PriceProfit (+) Loss (-)

Totals R R

Totals R R

Totals R R

Net Profit: R_________ (profit) – R_________ (loss) = R_________

APPLE MARKET

INDIVIDUAL TRANSACTION SHEET

Role Play 1Negotiation

Card

ABuyer

You want to buy a new washing machine. You decide to visit

the electrical appliance shop and see if the sales assistant

will offer you a discount. You are budget-conscious, but will

respond positively if interest-free credit terms are offered. You

can afford up to R700 per month on

credit payments.

TraderYou have sold seven of these jackets to foreigners in the last

few days. The lowest price you received was R600, the best

price was R1500. Most foreigners did not even negotiate with

you. The jacket cost you R450. You are determined to make a

good pro� t on this deal.

Role Play 1Negotiation

Card

BLandlord

You are a landlord, meeting a prospective tenant for your

studio apartment, in Cape Town. The � at is very small and at the top of 4 � ights of stairs (there

is no lift). It has a living room/kitchen and one bedroom, plus a

tiny shower room and toilet. You have

been trying to get R5500 for this � at of 20 m2, but now you are prepared to reduce that to R4750, if a reliable tenant presents themselves. The electricity bill is very low, as the � at is well-insulated, so be prepared to include the costs of electricity in the rent, if required in the negotiation.

Apple Market BUYER CARDS

App

le BuyerYou are buying one box of apples. Try to buy the lowest price possible.

You should not pay more than R65 unless you decide to take a loss.

App

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arket

BUYER CARDS

PREPARATION

Before entering a bargaining meeting, the skilled negotiator prepares for the meeting. Preparation

includes determining goals, areas for trade and alternatives to the stated goals. In addition, negotiators

study the history of the relationship between the two parties and past negotiations to fi nd areas of

agreement and common goals. Past precedents and outcomes can set the tone for current negotiations.

PREPARATION

ACTIVE LISTENING

Negotiators have the skills to listen actively to the other party during the debate. Active listening

involves the ability to read body language as well as verbal communication. It is important to listen to

the other party to fi nd areas for compromise during the meeting. Instead of spending the bulk of the

time in negotiation expounding the virtues of his viewpoint, the skilled negotiator will spend more time

listening to the other party.

ACTIV

E LIS TENING

VERBAL COMMUNICATION

Negotiators must have the ability to communicate clearly and effectively to the other side during the

negotiation. Misunderstandings can occur if the negotiator does not state their case clearly. During a

bargaining meeting, an effective negotiator must have the skills to state their desired outcome as well

as their reasoning.VER

BAL COM M UNICATION

COLLABORATION AND TEAMWORK

Negotiation is not necessarily a one side against another arrangement. Effective negotiators must have

the skills to work together as a team and foster a collaborative atmosphere during negotiations. Those

involved in a negotiation on both sides of the issue must work together, to reach an agreeable solution.

CO

LLA

BO

RATION & TEAMWORK

PRO

BLEM ANALYSIS

PROBLEM ANALYSIS

Effective negotiators must have the skills to analyse a problem, to determine the interests of each

party in the negotiation. A detailed problem analysis identifi es the issue, the interested parties and the

outcome goals.

For example, in an employer and employee contract negotiation, the problem or area

where the parties disagree may be in salary or benefi ts. Identifying the issues for

both sides can help to fi nd a compromise for all parties.

EMOTIONAL CONTROL

It is vital that a negotiator have the ability to keep their emotions in check during the negotiation. While

a negotiation on contentious issues can be frustrating, allowing emotions to take control during the

meeting can lead to unfavourable results.

For example, a manager frustrated with the lack of progress during a salary negotiation

may concede more, than is acceptable to the organisation, in an attempt to end the

frustration. On the other hand, employees negotiating a pay raise may become too

emotionally involved to accept a compromise with management and take an all or

nothing approach, which breaks down the communication between the two parties.

EMO

TIONAL C ONTROL

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© Copyright Nimico

INTRODUCTION TO NEGOTIATIONSQuestionnaire 1: My Behavioural Style Self-Assessment

Instructions: Please select from each pair of attributes the one which is most typical of your personality. No pair is an either-

or proposal. Make your choice as spontaneously as possible. There is no wrong answer.41. I search for challenging tasks.

42. I rely on observation and data. 43. I can express my feelings openly.

44. I like to design new projects. 45. I enjoy reading very much.

46. I perceive myself as a facilitator. 47. I like to focus on one issue at a time.

48. I like to achieve. 49. I enjoy learning about others.

50. I like variety. 51. Facts speak for themselves.

52. I use my imagination as much as possible.

53. I am impatient with long, slow assignments.

54. My mind never stops working. 55. Key decisions have to be made in a cautious way.

56. I strongly believe that people need each other to get

work done. 57. I usually make decisions without thinking too much.

58. Emotions create problems. 59. I like to be liked by others.

60. I can put two and two together very quickly.

61. I try out my new ideas on people.

62. I believe in the scientifi c approach.63. I like to get things done.

64. I am impulsive.65. I accept differences in people.

66. Communicating with people is an end in itself.

67. I like to be intellectually stimulated.

68. I like to organise.69. Good relationships are essential.

70. I usually jump from one task to another.

1. I like action. 2. I deal with problems in a systematic way.

3. I believe that teams are more effective than

individuals. 4. I enjoy innovation very much. 5. I am more interested in the future than in the past.

6. I enjoy working with people. 7. I like to attend well organised group meetings.

8. Deadlines are important for me.

9. I cannot stand procrastination.

10. I believe that new ideas have to be tested before being

used. 11. I enjoy the stimulation of interaction with others.

12. I am always looking for new possibilities.

13. I want to set up my own objectives.

14. When I start something, I go through until the end.

15. I basically try to understand other people‘s emotions.

16. I do challenge people around me.

17. I look forward to receiving feedback on my

performance. 18. I fi nd the step-by-step approach very effective.

19. I think I am good at reading people.

20. I like creative problem solving.21. I extrapolate and project all the time.

22. I am sensitive to others‘ needs.23. Planning is the key to success.

24. I become impatient with long deliberations.

25. I am cool under pressure.

26. I value experience very much.27. I listen to people.

28. People say that I am a fast thinker.29. Cooperation is a key word for me.

30. I use logical methods to test alternatives.18

PREPARING FOR THE NEGOTIATION

© Copyright Nimico

CULTURE IN NEGOTIATIONS

Negotiations are rarely easy, and they are made more diffi cult with our organisations working internationally or cross-culturally.

Here are some cultural challenges to be aware of when negotiating cross-culturally:

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© Copyright Nimico

INTRODUCTION TO NEGOTIATIONS

Body Language: In most western countries, eye contact is a sign of strength and confi dence. In

places like South America, it’s a sign of trustworthiness. In Japan, however, prolonged eye contact

can be deemed impolite. In the Arab world it’s uncomfortable and you would especially take care if

working across genders.

Physical Contact: In the Western world and Asia, this is something that is seen as personal and not

for the business table.

Punctuality: Most Westerners tend to view time with high priority and in high regard. When a

culture such as this works with one that sees time as much less important, the one party will view

the other as unprofessional. This may then be interpreted by the other party as being “overly-

uptight” and also unprofessional.

View on Negotiations: Some cultures like a team of negotiators rather than a single negotiator.

Some cultures want to create a friendly relationship, while the other cares only for the contract to

be signed. Some cultures see negotiation as a battle to be won, while others would like a win-win

outcome.

Language barriers: Even where a universal language is spoken, it doesn’t necessarily mean you won’t

have problems. At times, you may need to communicate through an interpreter which can be a

painstaking process; however you need to view them as being on your side to help you overcome

cultural challenges.

Every culture has a different way of viewing the world and therefore a different way of negotiating. Neil Payne provides the

following cross-cultural negotiation tips:

ü Learn a bit about the culture you are going to be negotiating with.

ü Understand their expectations from the negotiation process – prior to the meeting.

ü Be clear with yourself about the stance and strategy you are going to take – if you feel you need to adopt a new strategy, i.e.

being more relationship focused rather than business orientated or listening more than talking, then make sure you sit down

and think it all through.

NEGOTIATION SKILLS