English

 

Descritpion Compromis Cooperation
Resoudre le conflit Surpaser le conflit
Moi-meme Adversaire Synergie
valeur/10 Poids/10 Valeur/10 Poids/10 Valeur/10 Poids/10
  • Standard As-tu choisi une norme acceptable par l'autre et qui te rapproche de ton but? y en a-t-il d'autres?
/10 /10 /10 /10
  • Information As-tu assez d'informations pour etre pret a repondre a des questions surprises? En as-tu assez sur ton adversaire?
  • Ethique Ta reputation et celle de ton adversaire sont un enjeu dans cette mediation et cree un antecedant pour tout conflit ulterieur.
Engagement
Trie des Issues
Tactiques de Negociation
Niveau de besoin
BATNA ajuste
Perception force adverse
Position
Total plus que 2 fois la somme des forces
Rapport de FORCE

  Expand All | Contract All
  • Latz's 5 Golden Rules of Negotiation
  • l'Information est Pouvoir - Obtient là
    • Obtient l'information pour définir tes buts
      • Définit et trie tes buts suivqnt leur importance
      • Détermine et trie les buts de la partie adverse
      • Evalue lq puissance de lq relation
    • Recommandations pratiques pour définir le but
      • Remue-méninges pour établir vos objectifs
      • Soyez agressif et précis
      • Reliez vos objectifs à des normes réalistes
      • Attendez-vous à réussir
      • Engagez vous à la réalisation de vos buts
    • Élaborer une stratégie de négociation de l'information
      • Obtenez des informations importantes
        • Trouvez les faits, les thèmes, les opinions
        • Découvrez les intérêts et non les positions
        • Réfléchissezz aux options
      • Get strategic information
        • Obtain sooner, not later
        • Negotiate with right person
        • Learn counterpart's past tactics
    • Ten Information-Gathering Tactics
      • Leave your ego at the door
      • Be sincere
      • Establish trust
      • List your information needs
      • Do the "big shmooze"
      • Ask questions
      • Use the funnel open to closed ended questions
      • Actively listen and use the "power of silence"
      • Ask "why" - get to interests, not positions
      • Evaluate and use nonverbals/ body language
    • Prepare Blocking Techniques
    • Reevaluate your Goals
  • Maximize your Leverage
    • Evaluate Initial Leverage
      • Find each side's need level
      • Determine Best Alternative To a Negotiated Agreement
    • Leverage is Fluid
    • Strike while Leverage is Hot
    • Five Leverage-Enhancing Tactics
      • Quantify all sides' initial leverage
      • Improve your alternatives and limit their alternatives
      • Tactically share your leverage related information
      • Communicate your leverage credibly and confidently
      • Selectively use risky leverage tactics like walkout and threats
  • Employ "Fair" objective criteria
    • The Power of Standards and Procedures
      • Create the perception of independence and objectivity
      • The more independent and objective, the more power
    • Powerful Standards
      • Market Value Power
      • Precedent Power
      • Tradition Power
      • Expert and Scientific Judgment Power
      • Efficiency Power
      • Cost and Profit Power
      • Policy Power
      • Reciprocity Power
      • Status Power: Title and Position
      • Professional or Industry Standards Power
    • Powerful Procedures
      • One cut, the other choose
      • Take turns, draw lots, or flip a coin
      • Use an independent third party, e.g. arbitrator or mediator
    • Harness the Power by using Crtical Tactics
      • Find your most powerful Standards and procedures at the start
      • Research Standards and procedures your counterpart previously used
      • Do the "standards dance"
      • Never forger: Leverage trumps objective criteria
  • Design an Offer/Concession Strategy
    • Know your Offer-Concession Patterns
      • Beware of the premature offer
      • The longer you wait, the less eager you appear - timing pattern
      • Early concessions include relatively larger moves- the size pattern
    • First offer Issues
      • Advantages to first offers
        • Set expectations
        • Elicit guenuine reaction
        • Strategic advantages-leverage timing, information...
      • Disadvantages to first offer
        • Lack of information to appropriately set it
        • Other side gains information
        • Bracketing
      • Where to start
        • First offer expectations
        • your original goal
        • Your most agressive, yet reasonable, independent standard
        • "Room to move" psychology
    • Psychological Exp[ectations
      • Play the expectation game
    • Offer-Concession Nuts & Bolts
      • Use specific, detailed language, explain the offer's rational, and tie to standards
      • Promote an air of finality and rigidity
      • Carefully communicate your priorities and order of issues
      • Learn when, how, and under what circumstances to use agents
      • To bluff or not to bluff
      • Closing startegies
  • Control the Agenda
    • Prepare a Substantive and Atmospheric Agenda to Start
      • Setting the agenda for short-term negotiations
      • Setting the long term agenda
    • Negotiate the Agenda
    • Manage the Deadlines
      • Determine what, if any, deadlines already exist
      • Evaluate the deadlines' impact (urgency, timing, concession and organization)
      • Decide what type of deadlines you want (short, long, or flexible)
      • Take the initiative and set or negotiate deadlines
      • Don't let them see you sweat
    • Apply these Agenda Control Tips and Tactics
      • Use the "power of the pen"
      • Preview, agree and focus
      • Just do it
      • The subtil control
      • Control the turf
      • To phone or not to phone- consider effect on:
        • Relatioship
        • Efficiency
        • Written record
        •  
  • Making Latz's Golden Rules Work
  • Ethics Make a Bottom-Line Difference
    • Find Out the Questionable Tactic's Legality
      • Honorable intentions make a difference
      • Silence is usually golden
      • Bluffing about your bottm line and your interetss is usually legally acceptable
      • The Flinch
      • The Higher or Limited Authority
      • The Context Manipulator
      • Power in Numbers
      • Feigned Irrationality
    • Top Ten Impasse-Breaking Strategies
      • Get or share more information
      • Switch objective criteria
      • Prioritize needs and interests
      • Brinstorm options
      • Set deadlines
      • Temporarily put aside the issue
      • Take a break
      • Move up the chain
      • Pick a fair alternative process
      • Concede
  • Dealing with Emotional Counterparts
    • Don't react- go to the "balcony"
    • Don't argue- step to their side
    • Depersonalize with independent standards
  • Overcoming A Fear of the Process
    • Explore your feelings and what's really at stake
    • Minimize the likelihood your fears will come true
    • Research "fair and reasonable" standards
    • Assess if you're the right person at the table
  • Multi-party Environments
    • Apply the Five Golden Rules to every party
    • Build coalitions on shared and compatible interests
  • Use a Situation-Specific Strategy
    • Problem Soving or Competitive Strategies
      • Golden Rule Problem-Solving Strategies Competitive Strategies
        Info is power Mutually share critical information. Actions/atmosphere confirm trust and a valued relationship Substantial information bargaining; share a little and get a lot;
        Leverage Levrage down-played, but still there Open conflict on leverage
        Criteria; Frequently rely on independent standards and procedures Minimal reliance on independentstandards and procedures
        Offers Least aggressive offer-concession moves/tactics Most agressive offer-concession moves/tactics
        Agenda Mutually agreeable agenda Overt and biased agenda
    • Factors in Determining Whether to Problem-Solve or Compete
      • The relationship factor
      • The number Factor
      • The zero-sum factor
      • The mutuality factor: will they problem-solve?  -if yes, use Problem-Solving Strategies  -if no, use Competitive Strategies
    • Tactics to Implement the Most Effective Strategy
      • Determine your strategy based on initial goals
      • Continually evaluate your counterpart's strategy
      • Don't choose too early
      • Remain flexible
    • Selectively Apply your Strategy to some Issues and Not Others
  • Common Negotiations Problems and Their Solutions
    • Foiling Common Negotiation "Games"
      • Good Cop/Bad Cop
      • The "Nibbler"
      • The Blowup or Verbal Attack
      • The Flinch
      • The Higher or Limited Authority
      • The Context Manipulator
      • Power in Numbers
      • Feigned Irrationality
    • Top Ten Impasse-Breaking Strategies
      • Get or share more information
      • Switch objective criteria
      • Prioritize needs and interests
      • Brinstorm options
      • Set deadlines
      • Temporarily put aside the issue
      • Take a break
      • Move up the chain
      • Pick a fair alternative process
      • Concede
  • Dealing with Emotional Counterparts
    • Don't react- go to the "balcony"
    • Don't argue- step to their side
    • Depersonalize with independent standards
  • Overcoming A Fear of the Process
    • Explore your feelings and what's really at stake
    • Minimize the likelihood your fears will come true
    • Research "fair and reasonable" standards
    • Assess if you're the right person at the table
  • Multi-party Environments
    • Apply the Five Golden Rules to every party
    • Build coalitions on shared and compatible interests

Table de mediation pour 2 parties Reference

Opponent
Lawyer
Expert
Myself
Mediator
 Function
Co-Mediator
Mediator MyTeam Me Lawyer expert