Abraham Lincoln famously said if he had 6 hours to chop down a tree, he would spend the first 4 hours sharpening the axe. The idea being that preparation is the key element of the task. The act of negotiating can be considered in the same light – but for a slightly different reason than having a sharp tool to do the job. The reason preparation is important is because negotiating is dynamic. It’s challenging to predict another person’s position; difficult to know what arguments they may use; and impossible to know what they are actually thinking.
A concise and simple plan provides clarity on your own position and how you intend to achieve it, while managing a dynamic and uncertain discussion. Developing this plan uses a structured process to distil complex and disparate information, to drive insights and position the business with a clear approach to the counterparty. A robust argument structure and discussion road map provide the proposed means to achieving the outcome. The BrightSource process to develop the plan has three key steps;
1. Framing:
This is data gathering and discussion to create a clear picture of the key issues and the target outcome. It covers the key drivers of value & cost at stake; any relevant history or precedent; alternatives (to negotiation); predicting position & value to the counterparty; risks (and mitigations); and negotiating leverage. The frame puts a boundary on the specific areas of focus that will be critical to the negotiation.
2. Organising:
The initial framing creates information and data, which is then organised into a concise target outcome. The outcome will be driven by 3 or 4 key propositions which will align internal (group) thinking and behaviour. The plan then emerges as a proposed set of actions, a schedule, stakeholder engagement and other support activities. It clearly illustrates the problem to be solved and concisely describes the thinking and reasoning that underpins the target outcome.
3. Delivery:
A clear and concise frame and plan will align language and behaviour which is critical to developing trust and communication with the counter party. Delivery includes opening position; anticipating objections and other actions that influence counterparty thinking toward the outcome. Also of value, is developing a long list of questions to define and understand your counter party, frame where they attribute value, and explore the strength of their position.
BrightSource Consulting has successfully used this process to assist clients plan for major negotiations. It provides a structure to coordinate the negotiation process while maximising the opportunity for an outcome. Further information available on request from BrightSource Consulting.