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Deploying Negotiation Skills To Ensure High Value IT Transactions Do Not Fail To Achieve Optimal Value
Formal research into business negotiations discovered that the top challenges faced by organisations and individuals are (a) the price/value trade off and (b) creating alternatives/generating options, respectively. A recent Fortune Magazine review in affiliation with Miller Heiman (the complex selling methodology gurus) found that sales people cited price as the number one cause they did not close transactions.
There has been much talk in the IT sector on both the buy- & sell side about 'partnering' to deliver solutions. The supporting data shows, it is questionable whether this talk has translated into action.
Whilst most organisations would like to believe that they are engaging both clients & suppliers in a 'solution based' format, the role of price still governs the landscape. This is due in large part to the failure of individuals to see the 'big picture' or to engage in creative thinking. Our research & experience shows that one of the main features of successful business negotiators is the skill to be creative & flexible.
Whilst many IT organisations have built their standing on the back of their market leading and creative technologies, it would seem that creativity is often restricted to the design & engineering departments. One of the main drivers of human behaviour is the tendency to avoid potential losses. When contemplating information about the future, managers are more interested in avoiding possible deficits than achieving the exact same gains. This means that during negotiations that support difficult and high value IT transactions, the focus is more often on managing risk to avoid potential deficits, rather than on finding innovative and creative ways to create additional value for all parties.
The more complex the agreement, the more vital it becomes to control risk. Rather than just trying to avoid losses, we should actively focus on methods to invent alternatives for mutual gain during negotiations.
To avoid falling into the price trap, ask yourself the following questions ahead of each negotiation and make this part of your negotiation strategy:
1. Vision
a. What are the main interests of all the stakeholders to the transaction that will be satisfied by achieving an agreement?
b. How critical will it be for each party to the deal to act in a partnership mode?
2. Value
a. What are the key objectives of all the parties to the deal?
b. What are the limits associated with each of the objectives for all stakeholders?
3. Process
a. What suppositions have you made that you could validate through questioning during disucssions?
b. How can you frame the negotiation so as to support a collaborative, partnership based approach rather than a price centred negotiation?
4. Relationships
a. Do all parties have a similar requirement for a lasting relationship?
b. How can you impact the 'climate' of the negotiation so as to support a collaborative approach? ('Climate' pertains to non-verbal, physical and cultural aspects.)
Once you have included these simple elements of preparation you will have time to be initiative. Being creative is not something that comes naturally to most of us but it is an important negotiation skill. Use one of the recognised creativity methodologies such as De Bono's Six Thinking Hats, or the Disney Creativity Model to help you generate alternatives.
If you want to really embrace a partnership approach that delivers optimal value, you should waste no time in getting the creative juices flowing.
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