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Two Vital Elements Of An Effective In-Company Negotiation Training System
Think about negotiation as an organisational competency. A familiar oversight made by companies is to only consider the development of the negotiation skills of individuals. If your organisation depends solely on the negotiation skills of individuals it means that you will always be subject to the dangers associated when people move. What happens when your best negotiator is promoted or decides to sign up with your competitor or supplier?
Your organisation's competence to negotiate successfully is dependent on 4 element:
* The negotiation strategy (or absence thereof)
* The negotiation process
* The negotiation skills of individuals
* The negotiation supporting environment
Developing an individual's negotiation skills is obviously an important component in support of the negotiation capability, but a mistake is easily made by investing in negotiation skills training without having contemplated the 2 steps that should precede negotiation skills development; an organisational negotiation strategy definition and business negotiation process design or redesign.
Investing in a negotiation skills development initiative without thinking about the negotiation strategy & supporting process can be compared to investing in the training of soldiers for war independent of the overall strategy for the war.
The second big mistake is that companies will invest in the enhancement of the negotiation skills of individuals but will then not create a supporting network for enhancement of these skills. Using the war analogy, this would be like training soldiers in the use of their weapons and then not supplying them with the ammunition and resources needed to keep the weapons serviceable in action.
If you are thinking about investing in a negotiation skills development program and you are not prepared to:
* define or refine a negotiation strategy,
* design or redesign the negotiation process, and
* produce a best practice negotiation supporting network
I would like to suggest that you invest your money elsewhere as you are likely to get a better return on your investment!
Another tips is to ensure that your negotiation training initiative includes individual negotiation preference profiling.
A person's negotiation capability is made up of 3 things:
* Their competence (that which they are capable of doing)
* Their preferences (that which they prefer to do)
* Their behaviour (that which they actually do)
Contrary to popular belief, the biggest influencing element on your negotiation behaviour is not your competence but your preferences. Think about it, if your ability to do something was reliant on your competence to do it, then nobody would smoke, we would all eat 5 fruits and vegetables daily and we would all participate in exercise on a regular basis.
The simple truth is that you tend to behave in negotiation (as in life generally) according to your preferences. You could therefore persuasively say that your preferences in life have a far bigger significance on your behaviour than your competencies. It is also one of the biggest mistakes made by businesses in recruitment and negotiation assessments, is to check the competence of individuals without gaining an understanding of their preferences.
Therefore, the fact that you are able to do something doesn't mean that are actually going to do it. In the frame of negotiation skills development, this means that it is essential that each individual understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made conscious of the fact that different people and different cultures will have varying preferences when it comes to negotiations.
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