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Negotiation x Design ~ Women@ Leadership Summit

A Design Thinker's Approach to Negotiation

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Transcript of Negotiation x Design ~ Women@ Leadership Summit

Doug Dietz (GE)
Doctors in rural areas of Nepal need
cheaper, better incubators
to treat newborns suffering from hypothermia.
How might we help mothers safely transport newborns suffering from hypothermia to the nearest hospital?
Workshop @ Google Tech Corners, February 2016
“Researchers have found that people's
perceptions
of procedural justice have profound effects. People who believe that they have been treated in a procedurally fair manner are more likely to
conclude
that the resulting outcome is substantively fair.”
Michael Wheeler, HBS
Working in pairs:

1. Read the information provided in the handout.

2. Develop an Empathy Map of your boss Jamie, in preparation for your meeting.
Second Mover
Silence
Third-Party Player
Walkaway
Anchoring
Audience Effect
Authority
Better Alternatives
Coalitions
Cognitive Biases
Concession Patterns
Consensus Building
Culture
Decide & Defend
Distributive Approach (zero-sum)
Ethics
Externalities
First Mover
Framing
Gifts
Impasse
Integrative Approach (expand the pie)
Leverage
Reciprocity
bit.ly/NxD-052516
David W. Johnson
Leticia Britos Cavagnaro
Negotiation By Design (N D)
A Design Thinker's Approach to Negotiation
Ultimatum Game
Design Thinking
Henry Ford: "If I had asked my customers what they wanted..."
"... they would have said
a faster horse
"
Empathy Map
Empathy Map Exercise
fact here
inference here
hypothesis here
Strategy/Tactics Mapping and Negotiation Canvas
NOT a Negotiation!
Possible Gain of $100, iff:
Offeror
: No persuasion, side deals or contingencies – just offer one number;
Recipient
: Likewise, just “accept” or “reject.”

Ultimatum Game
Fairness/Rational Actor
Power/Leverage

Fairness
Case Study
The negotiation of an acquisition reaches impasse on the valuation of the German target company.
“In the spirit of candor and transparency, we offered to open the process, appointing experts from both sides to jointly agree on the proper way to value this business.

For the buyers, the price was much higher than expected, but the pain seemed largely alleviated by the legitimacy of the process … [the] results were verifiable and therefore deemed as fair.”

Negotiator Mark Young, quoted by Michael Watkins, in "Breakthrough Business Negotiations."
Negotiation
+
x
You are Allison, a programming manager with a software company
, heading a five-person team. There are six other (male) programming managers in your division, each has his own team. All of you are direct reports to
Jamie Jackson, VP of Programming
, who hired you.
Over protest from the others, Jamie gave you the Casino project.
Jamie has not given you one word of encouragement.
Jamie seems intent on actively avoiding you.
Jamie feels pressured by the negative opinions of other managers.
Jamie wonders if she made the right decision in giving you the project.
Jamie feels guilty about not managing the current turmoil better.
Jamie wants to preserve harmony among managers at all costs.
From the list titled “STRATEGY ELEMENTS” select up to two elements, copy each onto a post-it and place it/them in the center circle of your canvas. If you want to, you may use one element not on the list.
Culture
Emotion
Fairness
Relationships
Style
Trust
Interests
Power
Rational Actor
Distributive (zero-sum)
Information
Integrative (expand the pie)
From the list titled “TACTICAL FACTORS” select any number of factors relevant to your negotiation strategy, and place them in the outer circle of your canvas. If you want to, you may use one or more factors not on the list.
Now, discover and build out
relationships between or among the elements and factors
you chose. If you need to, you may create one or more additional elements or factors. On the other hand, you need not use all the elements or factors you chose. Use the sharpie, new set of post-its, and the poster paper provided, to create a
map for your negotiation
.
Development and Testing
David W. Johnson :: Leticia Britos Cavagnaro
bit.ly/NxD-052516
Thanks!
david.johnson@law.stanford.edu leticia@dschool.stanford.edu
Doctors
in rural areas of Nepal need
cheaper, better incubators
to treat newborns suffering from hypothermia
How might we help
mothers
safely transport newborns suffering from hypothermia to the nearest hospital?
“Researchers have found that people's perceptions of procedural justice have profound effects. People who believe that they have been treated in a
procedurally fair manner
are more likely to conclude that the resulting outcome is
substantively fair
.”

Michael Wheeler, HBS

Doug Dietz (GE)
(note: link is case sensitive)
Full transcript