Develop and Practice Negotiation Skills CBLM
Develop and Practice Negotiation Skills CBLM
Develop and Practice Negotiation Skills CBLM
Sector:
TOURISM SECTOR
Date Developed:
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08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIALS
Welcome!
The unit of competency, “Develop and Practice Negotiation Skills”, contains the
knowledge, skills and attitude required for developing and practicing negotiation skills.
It is one of the BASIC competencies of BOOKKEPPING NC III.
The module, Developing and Practicing Negotiation Skills, contains training materials
and activities related to planning negotiations and participating in negotiations for you
to complete.
In this module, you are required to go through a series of learning activities in order to
complete each learning outcome. In each learning outcome are Information Sheets, Self-
Checks, Task Sheets and Job Sheets. Follow and perform the activities on your own. If
you have you have questions, do not hesitate to ask for assistance from your facilitator.
Remember to:
Read information sheets and complete the self-checks. Suggested references are
included to supplement the materials provided in this module.
Perform the Task Sheets and Job Sheets until you are confident that your outputs
conform to the Performance Criteria Checklist that follows the sheets.
Submit outputs of the Task Sheets to your facilitator for evaluation and recording
in the Accomplishment Chart. Outputs shall serve as your portfolio during the
Institutional Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Progress Chart and Accomplishment
Chart.
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Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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LIST OF COMPETENCIES
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SUMMARY OF LEARNING OUTCOMES
MODULE DESCRIPTOR : This module covers the skills, knowledge and attitudes
required to collect information in order to negotiate to a desired outcome and
participate in the negotiation.
LO2.Participate in negotiations
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Developed by: MARY GRACE M. ACEVEDA
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DETAILS OF LEARNING OUTCOME
LEARNING OUTCOME1 Plan negotiations
CONTENTS:
Collecting Information
Preparing for Negotiation
Positive Negotiating
Creating Non-verbal environments
Active Listening
Different Questioning Techniques
Ensure Correctness and up to Date Information
Personal Attributes
Interpersonal Skills
Analytic Skills
ASSESSMENT CRITERIA:
1. Information on preparing for negotiation is identified and included in the plan
2. Information on creating nonverbal environments for positive negotiating is
identified and included in the plan
3. Information on active listening is identified and included in the plan
4. Information on different questioning techniques is identified and included in the
plan
5. Information is checked to ensure it is correct and up-to- date
METHODOLOGIES:
Self-paced/modular
Discussion
Role play
Brainstorming
ASSESSMENT METHODS:
Written test
Direct Observation
Interview
Date Developed:
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EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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LEARNING EXPERIENCE
LEARNING OUTCOME 1: Provide Team Leadership
1. Read Information Sheet No.3.1-1 on Planning You may clarify with the
Negotiation facilitator if you have concerns
on the lesson.
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INFORMATION SHEET: 3.1-1
PLANNING NEGOTIATION
LEARNING OBJECTIVE/S:
What is Negotiation?
If you want to start negotiations in a winning position, then you need to prepare like a
tiger. That means you must pay attention to 7 crucial areas:
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advantage to you, then don't negotiate; you'll only lose. As Sun Tzu, the author of
"The Art of War", said hundreds of years ago, "Engage only when it is in the
interests of the state; cease when it is to its detriment. Do not move unless there
are advantages to be won."
Your overriding aim in any negotiation is to achieve the objectives you and your
constituents have set. There are other aims, such as getting a good deal and
improving your relationship with the other side. But getting what you want is
tops. Always keep this aim firmly in your sights and don't stop until you get it.
3. Gather Information.
Once you know you're in a negotiating situation, you need to gather information
about the other side's offer and use it to refine your own. Many negotiations
come unstuck simply because one side or the other doesn't listen, or check, or
take the time to clarify exactly what the other side are offering, or indeed what
they themselves are offering. This means that throughout a negotiation you
should do tons of listening, clarifying and checking. And when it comes your turn
to put over your case, you should use every skill you can muster to make sure
they understand.
5. Get A BATNA.
There are five questions to ask yourself when preparing the setting for a
negotiation. They are: Who? (i.e. who is to take part and do what?); Where? (i.e.
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our place or theirs?); When? (i.e. what is the time scale?); Why? (i.e. what are we
negotiating about?); and How? (i.e. how are we to present our case?).
There is no guarantee that good preparation will lead to success in negotiations. But the
chances are that poor preparation will lead to failure. Don't take that risk. Pull out all
the stops to get a head start and you won't regret it.
Collecting Information
Gathering information before you go to the negotiating table is one of the most critical
factors for success in negotiation. Many expert negotiators stress that effective
information gathering is absolutely essential to being prepared and that the “lead time”
between knowing that a negotiation will take place and actually beginning the
negotiation should be filled with information collection activities. Negotiators who wait
until the last minute risk undercutting themselves because they haven’t done enough
“homework.”
Some of the most important information should be gathered on the substantive issues
under negotiation. A critical topic for information search is to find out as much as you
can about the people with whom you’ll be interacting and the company or organization
that they represent. Knowing the other party – even if you have never met him or her
before – can help you shape your strategy. Master negotiator Herb Cohen suggests the
following questions that would help you negotiate with such individuals:
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Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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Does he or she have a budget or quota?
How are they compensated?
What is their negotiating experience and background?
Do they have a realistic alternative to making this deal?
What incentives do they have to make this deal?
What are their underlying interests and concerns?
What is their track record for honesty and integrity?
What are their expectations with respect to the outcome?
Positive Negotiation
Active Listening
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MANAGEMENT NC III /
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table, not simply by the person offering up the
information. In this way, active listening plays a
key role in ensuring all information is exchanged
and absorbed successfully.
Moreover, you need to use active listening to gather all the information needed
regarding a situation, which will help you to explore the issue on a much deeper level.
You can’t simply sit there, nod your head, and smile blankly as the other person is
arguing their case. This won’t help either side, and it certainly won’t improve the level
of confidence and trust between the two parties. The more information you have, the
more power you have, and the more likely you will be able to reach your desired goal.
Of all the skills required of the super effective negotiator, the ability to ask the right
question at the right time is probably the most critical.
Use open questions when you want a customer to explain or discuss something. Closed
questions should be used when all required is a yes or no. Use both types of questions
to gain better control of your negotiations. At the beginning of most negotiations you
need to learn what the other party wants and needs, so you would use open questions.
Later, you need to employ closed questions to get the customer’s agreement, to
understand a request or just to manage the conversation and your time.
Questions will:
keep you in control as the other party has to respond to your question
slow down the conversation
give you more information to help you resolve the situation
give you time to think about your options
encourage the other party to talk
draw out information, facts and opinions
help to explore feelings and attitudes
help to check understanding
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Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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help the other party to think though the problem
The following are good types of questions to have in your repertoire when negotiating
to move the sale or purchase in your desired direction, or simply to get the information
you need.
1. Open-ended questions
These are the kinds of questions that require a detailed answer in a negotiation
and cannot be simply replied to with a “yes” or “no” response. These questions
consist of using who, what, where, when, why, and how. The respondent has no
alternative but to provide some detail.
This form of question invites the person to participate and offer their views.
3. Leading question
Just like it sounds, with this type of question, you try to guide the person to your
point of view in a persuasive manner.
Example: “With all these advantages I’ve pointed out, don’t you think that this
package benefits us both and is the best way to go for both of us?”
Or, another form of leading negotiation question simply tails off and invites the
other person to fill in the blanks.
Example: “And after we provide those documents that you just mentioned, you
will….?”
4. Low-key question
This is a gentle way to ask a question and not trigger an emotional or hostile
response.
Example: “How much more will this cost if we chose this additional feature?”
5. Sequential questions
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MANAGEMENT NC III /
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Sometimes, it can be a wise strategy to ask a series of questions to lead up to and
achieve a particular conclusion. Generally, it might be a good idea to plan these
kinds of question in advance.
Example: “And after you complete the first delivery, how long will it take for you
to have the second shipment ready and sent to us?”
6. Flattery question
Example: “Could we draw upon your particular and specialized expertise to add
some input into this particular issue?”
When you need to gain a better insight into a person’s thought process to further
illuminate their rationale or position.
Example: “Could you provide us with more detail on how you analyzed the data
that you just described and how you reached your conclusion?”
8. Emotional thermometer
There are occasions when you will sense that something might be starting to boil
beneath the surface. This might be a good time to address a pending emotional
response that might derail the negotiation by simply checking out how the other
person feels about certain issues.
Example: “How do you feel about that aspect of the settlement package?”
The efficacy and accuracy of the data collection process can be improved by
incorporating the following measures in the data collection techniques.
Data resources play the most crucial role in effective data collection and further
analysis. You need to ensure the reliability and credibility of the systems and
personnel responsible for data and information generation.
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Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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Align your key factors and parameters
Analyze and sift through the factors that contribute to data accumulation, and
figure out the most relevant factors you need for the analysis or to develop a
feasibility or performance report of a particular task or operation. Devise a set of
basic and essential parameters to formulate a game plan for your data collection.
Personal Attributes
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compromise. Being fair ensures that a deal closes or ends with satisfaction for all
parties.
Patience is the act of bearing pains or trials without complaint. Tolerating
frustration and adversity on the way to reaching your goals — and not giving up
— is a way to demonstrate patience. All successful people know that being
refused, delayed, and blocked is part of life’s journeys. Success comes to those
who are steadfast and patient.
Responsibility is the ability to demonstrate reliability and accept consequences.
Being responsible doesn’t mean that you won’t make mistakes, but it does mean
that you’ll correct them to the extent possible. Improve your skills in this area by
taking care of the problems — the little ones and the big ones, too — for which
you’re responsible.
Flexibility is the ability to deal with new situations and unexpected obstacles. If
one approach doesn’t work, you try another. Flexibility is at the heart of closing a
deal in a way that satisfies each side and works in the real world.
Sense of humor is the ability to see, appreciate, or express an amusing aspect of
various situations. Finding humor in adversity helps you get on with finding
solutions rather than getting stuck in the blame game. A prerequisite for a good
sense of humor is self-respect and flexibility.
Self-discipline is the ability to complete tasks and reach goals without someone
else needing to direct or motivate you. Internal forces drive you toward your
goals, and your rewards come from within rather than from other people.
Stamina is the ability to keep going when others drop by the wayside. Stamina is
an attribute of all great negotiators. After all, you can’t win the game if you don’t
have the stamina to keep playing.
Interpersonal Skills
Analytic Skills
Analytical Skills are basic for problem-solving situations. Good listening skills will help
you to analyze the situation and to see the possible opportunities.
A detailed problem analysis can help to find a compromise for all parties. Good
analytical skills are one of the most important business negotiation skills examples.
Date Developed:
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Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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References: http://www.yingyushijie.com/business/detail/id/551/category/49.html
https://www.businessknowhow.com/growth/negotiations.htm
https://www.positivemindfulleader.com/positive-negotiation/
https://sites.google.com/site/nonverbalcommunicationportal/forms-of-
nonverbal-communication/physical-environment
https://drivinginnovation.ie.edu/active-listening-the-key-to-successful-
negotiations/
https://www.negotiations.com/articles/negotiation-questions/
https://www.totalsuccess.co.uk/wp-content/uploads/2011/11/sample-
negotiation-skills.pdf
https://www.mitrefinch.ca/blog/technology/how-to-ensure-accuracy-in-
data-collection-processes/
https://www.dummies.com/business/corporate-finance/mergers-and-
acquisitions/ten-personality-traits-of-top-negotiators/
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MANAGEMENT NC III /
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SELF-CHECK NO. 3.1-1
PLANNING NEGOTIATIONS
Identification. Identify the following. Write your answer on the space before the
number.
1. It is a process by which compromise or agreement
is reached while avoiding argument and dispute.
2. These are the kinds of questions that require a
detailed answer in a negotiation and cannot be
simply replied to with a “yes” or “no” response.
3. This is a gentle way to ask a question and not
trigger an emotional or hostile response.
4. It is the ability to participate in another’s feelings or
ideas, to put yourself in someone else’s shoes.
5. It is the ability to demonstrate reliability and accept
consequences.
6. True or False. Using reliable data resources ensure
correctness of information.
7. This type of question guides the person to your
point of view in persuasive manner.
8. It is invaluable in ensuring successful negotiations
that is as important as talking.
9. True or False. Getting into the right frame of mind
before you begin should be a less part of your
preparation plan.
10. This skill enables the negotiator to maintain a good
working relationship with those involved in the
negotiation.
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ANSWER KEY3.1-1
PLANNING NEGOTIATIONS
1. Negotiation
2. Open-ended question
3. Low-key question
4. Empathy
5. Responsibility
6. True
7. Leading question
8. Active listening
9. False
10. Interpersonal skills
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DETAILS OF LEARNING OUTCOME
CONTENTS:
Questioning Techniques
Codes of Practice and Guidelines for the Organization
Organizations Policy Procedures for Negotiation
Decision Making and Conflict Resolution Strategies Procedures
Problem Solving Strategies on How to Deal with Unexpected Questions and
Attitudes During Negotiation
Flexibility
Empathy
Interpersonal Skills to Develop Rapport with other Parties
Communication Skills (verbal and Listening
Observation Skills
Negotiation Skills
ASSESSMENT CRITERIA:
1. Criteria for successful outcome are agreed upon by all parties
2. Desired outcome of all parties are considered
3. Appropriate language is used throughout the negotiation
4. A variety of questioning techniques are used
5. The issues and processes are documented and agreed upon by all parties
6. Possible solutions are discussed and their viability assessed
7. Areas for agreement are confirmed and recorded
8. Follow-up action is agreed upon by all parties
METHODOLOGIES:
Self-paced/
modular
Discussion
Role play
Brainstorming
Date Developed:
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EVENTS
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MANAGEMENT NC III /
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ASSESSMENT METHODS:
Written test
Direct Observation
Interview
Date Developed:
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EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
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LEARNING EXPERIENCE
LEARNING OUTCOME 2: Participate in Negotiations
3. Perform the Task Sheet No. 3.2-1 on Evaluate your performance using
Participating in Performance Criteria Check List
Negotiations No. 3.2-1
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MANAGEMENT NC III /
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INFORMATION SHEET 3.2-1
PARTICIPATING IN NEGOTIATIONS
LEARNING OBJECTIVES:
After reading this information sheet, you should be able to:
Identify the skills needed in participating in negotiations
Explain the code of practice, guidelines and organization policy in handling
negotiations
Participate in a negotiation process.
Questioning Techniques
Asking the right question is at the heart of effective communications and information
exchange. By using the right questions in a particular situation, you can improve a
whole range of communications skills.
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Codes of Practice and Guidelines for the Organization
A code of practice is not the same as your terms and conditions of sale, which are purely
to cover the legal aspects of the sales transaction.
A code of practice should reflect as far as possible the way that you do business, and
also cover any issues of potential misunderstanding concerned with your trading style,
and even your business philosophy.
Your code of practice should state your organization’s position on the issues that your
customers might consider to be important criteria in the approval of suppliers, so the
example below is not an exhaustive or definitive list.
Organizations use policies and procedures to outline rules outline courses of action to
deal with problems. Organization's policies and procedures to make employees
understand the organization’s views and values on specific issues, and what will occur if
they are not followed. Policies are general statements of how an organization wants to
behave and procedures define exactly how to do a task or perform step by step .A policy
can be security related also and that can be used to identify risks and mitigate risks.
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Confirm interests have been met
Thank them
Expand value
Stage 5: Execute Addressing changing interests
Strengthen relationships
The best negotiators use active listening not only to resolve conflict but also to
gain more insight into how to produce satisfaction and maximize value.
2. Patience
Bringing patience to the table means keeping a cool head and finding solutions
that avoid losing out with pressured concessions when conflicts arise.
Always be aware of which negotiation mode you are in or risk losing ground now
and in the future.
5. When a Molehill Becomes a Mountain
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o give them time to run down....avoid a direct confrontation
Complainers:
o Listen attentively; acknowledge their feelings; avoid complaining
with them
o state the facts without apology.....use a problem solving mode
Claims:
o keep asking open ended questions; be patient in waiting for a response
o if no response occurs, tell them what you plan to do, because
no discussion hastaken place
Superaggreables:
o In a non-threatening manner, work hard to find out why they will not
take action
o Let them know you value them as people
o Be ready to compromise and negotiate, and don't allow them to
make unrealisticcommitments
o Try to discern the hidden meaning in their humor
Negativists:
o Do not be dragged into their despair.......Do not try to cajole them out of
theirnegativism
o Discuss the problems thoroughly, without offering solutions
o When alternatives are discussed, bring up the negatives yourself
o Be ready to take action alone, without their agreement
Know-it-Alls
o Bulldozers: Prepare yourself; listen and paraphrase their main
points; question toraise problems
o Balloons: state facts or opinions as your own perception of reality; find
a way forballoons to safe face; confront in private
Indecisive Stallers
o Raise the issue of why they are hesitant Possibly remove the staller from
thesituation
o If you are the problem, ask for help. . .Keep the action steps in your own
hands
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Problem Solving Strategies on How to Deal with Unexpected Questions and
Attitudes During Negotiation
Problem-solving negotiation follows
the same process involved in any sort
of problem-solving. There is first a
definition of the problem, asearch for
solutions to it, and then an evaluation
of alternative solutionsagainst some
set of criteria. However, the process is
dynamic, and allstages are subject to
refinement based on developing
information andreassessments. Thus,
as a person reflects on possible
solutions to aproblem, she may also
begin to redefine the problem, and
any redefinition will lead to new
possible solutions. Similarly, as she
evaluates solutionsand focuses on the
most promising ones, she may
discover that her criteriafor
evaluation are inappropriate, causing
her to develop new criteria.
Newevaluative criteria might also lead
to new ways of looking at the
problemand a new problem definition,
or to a renewed search for
possiblesolutions to the problem.
Be Calm. No matter how others act, what strategy they use or what behavior
they demonstrate, we need to stay in control. This is especially true when we feel
blindsided or surprised. If we react without thinking, in anger or with emotion,
we will almost certainly regret it later.
Be Prepared. Forewarned is forearmed. The more we know and prepare for a
negotiation, the less likely it is that we will be surprised. It also improves our
confidence in managing difficult negotiators.
Be focused. Remain focused on your objectives and don’t let styles and
behaviors take you off track. Take the view that the style being used by the
difficult negotiator results from past learning. That is, they use it because they
believe it has worked for them in the past and will work for them now. We need
to understand what it is they want to achieve and help them achieve it. Help
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them see that the behavior isn’t advancing their interests. Keep the discussion
focused on everyone’s needs—especially your own.
Be blunt. If they’re tough, we need to be assertive in equal or greater measure.
We should always be unconditionally constructive and respectful. That doesn’t
mean that we let others walk over us.
Flexibility
Unfortunately, negotiations don’t always pan out according to Plan A, which is why it’s
important to always have a Plan B up your sleeve.
A flexible mindset requires a willingness to quickly change course and move on when
required; most stalled or failed negotiations happen because one or both parties is
unable to do so. Fortunately, a negotiator’s toolkit contains tactics to get negotiations
back on track through the discovery of areas of shared interest or common ground.
Being flexible doesn’t necessarily mean abandoning your ultimate goals or targets.
Instead, it’s about being willing to change (and potentially change again) the route that
will get you there.
Empathy
A key pillar of effective communication involves putting yourself in the other person’s
shoes to better understand their perspective.
Considering the other party’s motivations, challenges, history, and pressures will help
you not only comprehend the context behind their negotiating position but also enable
you to propose solutions that play to these factors and better appeal to the other party.
Part of being empathetic is to listen carefully and respond appropriately when the other
party shares information with you. Poor listeners miss opportunities.
Interpersonal skills are the skills we use every day when we communicate and interact
with other people, both individually and in groups.
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Emotional intelligence – being able to understand and manage your own and
others’ emotions.
Team-working – being able to work with others in groups and teams, both
formal and informal.
Good interpersonal skills are the foundation for good working and social relationships,
and also for developing many other areas of skill.
Observation Skills
In a negotiation, you must be aware of what motivates you to adopt certain actions
during the negotiation, and you must be observant of the opposing negotiator’s body
language.
Perceiving how other people are feeling is a critical component of emotional
intelligence, and it’s particularly key in negotiations (as Adam Galinsky and his
colleagues have found). So tune in to your counterpart’s body language, tone of voice,
and choice of words. When her verbal and nonverbal cues don’t match up, ask
questions. For example, “You are telling me you like this outcome, but you seem uneasy.
Is something making you uncomfortable?” Or “You say you’re angry, but you seem
somewhat pleased. Are you truly upset about something? Or are you trying to
intimidate me?”
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Asking pointed questions based on your perceptions of the other party’s emotional
expressions will make it easier for you to understand her perspective (a task people are
shockingly bad at, according to research by Nicholas Epley). It will also make it difficult
for a counterpart to lie to you; evidence suggests that people prefer to tell lies of
omission about facts rather than lies of commission about feelings.
Negotiation Skills
Negotiation skills are qualities that allow two or more parties to reach a compromise.
These are often soft skills and include abilities such as communication, persuasion,
planning, strategizing and cooperating. Understanding these skills is the first step to
becoming a stronger negotiator.
The skills you’ll need depend on your environment, your intended outcome and the
parties involved. Here are a few key negotiation skills that apply to many situations:
Strategizing: The best negotiators enter a discussion with at least one backup
plan, but often more. Consider all possible outcomes, and be prepared for each of
these scenarios.
References: https://www.businessballs.com/business-startup/code-of-practice-sample/
https://www.omnisecu.com/ccna-security/organizational-policies-
procedures-standards-and-guidelines.php#:~:text=Organization's
%20policies%20and%20procedures%20to,or%20perform%20step
%20by%20step%20.
https://www.watershedassociates.com/learning-center-item/negotiation-
stages-introduction.html
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by:
https://www.imd.org/research-knowledge/articles/negotiation-and-
dispute-resolution/
https://www.karrass.com/en/blog/conflict-resolution-strategies
https://core.ac.uk/download/pdf/159567784.pdf
https://www.hrexchangenetwork.com/hr-talent-
management/columns/dealing-with-difficult-negotiators
https://www.thomasnet.com/articles/other/negotiation-skills/#register
https://www.skillsyouneed.com/interpersonal-skills.html
https://hbr.org/2015/12/emotion-and-the-art-of-negotiation
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by:
SELF-CHECK N0. 3.2-1
PARTICIPATING IN NEGOTIATION
True or False. Write T on the space provided beside the number if the statement is
correct. Otherwise, write F.
1. Asking the right question is at the heart of effective communication
and information exchange.
2. Code of practice the same as your terms and conditions of sale, which
are purely to cover the legal aspects of the sales transaction.
3. The first stage of negotiation is information exchange and validation.
4. The best negotiators use active listening not only to resolve conflict but
also to gain more insight into how to produce satisfaction and
maximize value.
5. In dealing with hostile aggressive people, stand up for yourself and do
not use self-assertive language.
6. A key pillar of effective communication involves putting yourself in
the other person’s shoes to better understand their perspective.
7. Discuss problems thoroughly to negativists without offering solutions.
8. Execute is the fourth stage in negotiation.
9. A great negotiator knows to address conflict in order to avoid an impasse
and can use tools to improve outcomes and strengthen relationships
over time.
10. In a negotiation, you must be aware of what motivates you to adopt certain
actions during the negotiation, and you must be observant of the opposing
negotiator’s body language.
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by:
ANSWER KEY 3.2-1
PARTICIPATING IN NEGOTIATION
1. T
2. F
3. F
4. T
5. F
6. T
7. T
8. F
9. T
10. T
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by:
TASK SHEET 3.2-1
Title: Participating in Negotiations
Supplies / Materials:
Procedure:
1. Think of a hard to sell product.
2. Make a research online of the product features and functionality
3. Sell the product to your facilitator.
Assessment Method:
Portfolio Analysis
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by:
PERFORMANCE CRITERIA CHECKLIST 3.2-1
PARTICIPATING IN NEGOTIATIONS
CRITERIA YES NO
Instructor’s Signature :
Student’s Signature :
Date of Performance :
Date Developed:
CBLM for Page
08-30-2022
EVENTS
Developed by: MARY GRACE M. ACEVEDA
MANAGEMENT NC III /
Develop and Practice 1 of 34
Negotiation Skills Checked by: