MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

• Introduce irritants. • Engaging people with the issues. • Failure to define the subject and objective of the negotiation. • Negotiate a single option by being rigid.

• Failure to prioritise. • Not actively listening. • Not knowing the extent of the future relationship with the other party. • Ignoring the importance of the agreement. • Establishing different strategies in the same negotiation. • Disregarding the power positions at stake. • Failure to plan the arguments. • Failure to prioritise them. • Ignoring the point of view of the interlocutor. • Start the negotiation with the most complex points, rather than the easiest ones. • Start the negotiation with the concessions that mean the most cost for our opponents and the least value for us, not the other way around. • Start with the concessions of greatest value to us and greatest cost to our opponents. • Failure to differentiate between needs and wants. • Discussing positions rather than negotiating needs. • Competing to win rather than seeking a mutually valid agreement. • Wanting to win at the cost of the other party's loss. • Make no concessions. • Propose counter-proposals too quickly. • Lying. • Failure to take into account the time factor. To conclude this module, we would like to comment that the main learning that is achieved in a negotiation course is to discover that these questions or needs are not the necessary ones. The main learning is to change the approach to negotiation and

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