3.Debating the issues

Language frame

3.1. Developing an argument

Signal clearly the different stages of your argument.

Let's look now at... This raises the question of... This brings up the matter of…collaboration.

3.2. Forcing the issue

Be firm and insist on an answer if someone is being evasive.

You're avoiding my question. Let me repeat my question to you, I think you misunderstood my question.

3. 3. Evaluating the options

Demonstrate objectivity by comparing different possibilities.

Make sure everyone knows exactly what is being proposed at every stage the negotiation.

Could you clarify one point for me, please? I'm not sure that I fully understand you. I'm sorry, but I want to get this quite clear. What exactly do you mean by...?

3.4. Defining a proposal

Say what your proposal includes and what it does not include.

It involves ...It covers... ...training costs.

It excludes ...It does not cover ...It leaves out Co. X.

3.5. Widening the discussion

Broaden the discussion smoothly to associated topics.

Can we go on from here to talk about... Well, this leads us on to the subject of Could we now turn our attention to the matter of … …patents.

3.6. Asking for an explanation

There is no loss of face involved in saying that you do not understand something.

Excuse me, could you explain that? I 'm afraid I don't follow you. I 'm sorry, I'm not with you.

3.7. Reassuring

Take every opportunity to calm the other side's anxieties.

Please let me put your mind at rest on this. You have no need to worry about this. Don't worry. We 'we taken care of...

4. Exploring the zone of bargaining

Language frame

4.1. The long- and the short-term

Show the other side that conditions change with time.

Eventually... At the outset ...In the long run ...In the short run ... During the first phase,... In the final phase,...

4.2. Confirming negotiating positions

Say what you think the other side's position is and ask them to confirm it.

Is that an accurate summary of where you stand? Does that present the picture fairly? Is this your final offer?

Yes, that is our present position. Yes, that's as far as we can go at present. Yes, that's our final offer.

4.3. Probing

Tactful guestions are needed to find out how far the other party is willing to go in making concessions.

Just for the sake of argument, what if...? Can we sound you out on another idea? Supposing that... ?

5. Bargaining

Language frame

5.1. Signalling the start of bargaining

Indicate clearly that you are ready to deal.

We'we studied your proposals and ... We’ve looked at what you have

proposed and… …we're ready to respond. I'm pleased to say we are now able to

respond to your proposals in detail.

5.2. Responding to proposals

Refer to specific proposals and outline your differences.

If we offer the sales force the usual incentives, well get the usual results. If we offered them an incentive scheme with holidays as prizes, results would improve dramatically.

5.3. Dealing with interruptions

Stop any interruption firmly but politely.

Hold on. Let Mr. A. finish. Could I just finish what I’т saying? Just a moment. I haven't finished.

5.4. Indentifying a course of action

For maximum impact signal your idea before you express it.

In my view, there are two things we can do here. I see two ways around this. There are three possibilities here.

5.5. Weighing the arguments

Present the pros and cons before you state your preference.

The major benefit is... The attraction of this is... On the positive side, there is ...the low price. The main disadvantage is... The drawback is... On the negative side, there are… …the high running costs.

5.6. Presenting a counter-argument

Present disagreement as a logical position rather than an emotional response.

On the other hand, ... If you look at it from another angle ... Looking at it this way...

5.7. Disagreeing politely but firmly

If there is strong disagreement, minimize conflict by using signals of respect.

I 'm sorry, but I can't agree with what you 're saying. Your argument overlooks an important point.

5. Ending the meeting

Language frame

6.1. Signalling the close

Signal completion of business or time constraints to justify ending.

I'd like to wind the meeting up now. I think that's as far as we can take it today. It's time we finished. We 're running out of time.

6.2. Summing up

The summary is the final 'packaging' of the meeting's achievements. Give clear signals and enumerate the points.

Let me summarize what we 'we agreed. Let's go over what's been decided. Let me recap on what we 'we decided.

6.3. Raising final questions

The chair should provide an opportunity for final remarks.

Does anybody have anything else to say? Is there any other business? Has anyone got any further points to bring up?

6.4. Making a final point

Final interventions may be tactically important because they are remembered.

Can I just say one last thing? May I bring up the question of research before we end? Could I just remind you all about... ?

6.5. Suggesting and recommending

Suggestions for implemetation of decisions usually end the meeting.

I believe we must... I recommend that... 1 propose that...

6.6. Ending the meeting

Signal the close clearly and elegantly.

Isuggest we finish. Can we end here? OK, let's call it a day

The negotiations

1. Opening the negotiations

Language frame

1.1. Welcoming

It is vital to establish a good atmosphere in the crucial opening moments of the negotiations.

May I begin by welcoming you to... I'd like to welcome you to... Welcome to..

1.2. Suggesting a procedure

Provide a structure for the negotiations and present an early opportunity for agreement.

I think we should start by drawing up an agenda. We 'd like to propose the following procedure. Firstly, ...

1.3. Checking agreement

Establish a pattern of cross-checking early on.

Is there anything you 'd like to change? Can we agree on this? Is this OK with you?

That's acceptable to us. That 'sfme with us.

1.4. Handing over to a colleague

Hand over to other team members smoothly.

I 'd like to pass you over to Mrs. A. Can you answer this, Mr. B. ? Over to you, Mr.C.

1.5. Identifying proposals

With tact and diplomacy find out what is being offered.

What exactly are you proposing? What, in general terms, are you looking for here?

1.6. Outlining proposals

Say what you are looking for as concisely and as early as possible.

What we're proposing is ... What we're hoping for is ... Our overall objective is... Our long-term aim is...

1.7. Dealing with digressions

Control the directions of the negotiations with polite and tactful signals.

May we leave that till later and look first at... Can we deal first with ... We'd

prefer to start with… …the present situation

2. Clarifying the proposals Language frame

2.1. Defining the meeting

Make sure the other side knows what is going to be discussed.

We 'd like to see this as a preliminary discussion. We 'd like to restrict this meeting to a discussion of... We 'd like to see this as the final negotiatiating session.

2.2. Putting forward possibilities

In the creative phase of the negotiations, talk about possibilities rather than targets.

We envisage ... We foresee ...We are talking about two centres, one in

Europe, one in Japan.

2.3. Clarifying

As far as your proposals are concerned, this is where we stand. Regarding your proposals, the way we see things is as follows. Our basic position is this.

2.4. Restating a position

Repetition, review and restatement allow both sides to build up a picture of the differences between them.

As I pointed out earlier,... As I have already said,... Let me repeat what I said before,...

2.5. Indentifying bargaining points

Define tha obstacles with precision.

One obstacle we see this. One main problem for us would be this. One difficulty could be...

2.6. Making concessions

Make concessions provisional upon the offer of a quid pro quo.

We 'd be prepared to ... We'd be quite happy to ... We 're willing to… …offer

you special terms here.

2.7. Qualifying a concession

Define the limits of a concession precisely.

There would be one condition, though. There is one proviso here, however. But this would be on the following basis.

2.8. Making counter-proposals

Rather than say no to a proposal, make a counter-proposal.

May we offer an alternative? We 'drather... We'd like to make an alternative proposal. Our preferred approach would be...

3.Entering the critical phase

Language frame

3.1. Identifying obstacles

If negotiations get bogged down, identify the obstacles that is blocking progress.

The main sticking point seems to be ... The main hurdle is clearly ... The thing that's getting inthe way of a solution is… …the price.

3.2. Analysing an obstacle

Having identified the obstacle, signal the need to analyse it. What's the underlying problem here? Let's get to the root of this problem. What's the key to this problem?

3.3. Asking the concessions

Signal the need for movement from the other party to overcome an obstacle.

We would expect you to reciprocate here? Let's get to the root of this problem. What's the key to this problem?

3.4. Declining an offer

Justify a rejection with tact and sensitivity.

We're grateful for your offer, Unfortunately, it doesn't go far enough. I'm afraid this doesn't solve our problem. I'm sorry but I don't think we could agree to that.

3.5. Threating

Disguise or soften any 'leverage' that has to be used.

In this case, we would have no alternative but to ... I'm sorry but, in that event, we would be forced to ... It's in all our interests to avoid a situation where we would have to...

3.6. Mediating

The 'honest broker' in the team may have to intervene to suggest a bridge between positions.

I 'm certain we can find a way to reconcile our differences. I 'm sure we can find a compromise here. I think both sides have got to give a little ground here.

3.7. Asking for the further information

Ask the other side to expand on things they may have said.

Could you expand on what you 'we just said? Would you like to explain that in more detail? Could you develop that idea a little, perhaps?

4. Closing the deal

Language frame

4.1. Checking

The cross-checking process in a negotiation reaches a critical point when the details of the contract are discussed.

Shall we just go through ... Can we just check... Why don't we run through ... ... these points once more.

4.2. Avoiding commitment

Signal the limits of negotiating brief either as a tactic or as a fact.

I cannot make a decision on this. I 'm not in a position to answer that once. I 'm afraid that’s outside my brief I must refer this to my board.

4.3. Delaying

Buy time to think or plan a response.

We '11 have to refer back on that. We' d have to give us more time on this one. Can I give you an answer later?

Self Assessment Test

Exercise 1. Translate the following sentences from Ukrainian into English

1. Виділяють наступні основні задачі ділових нарад:

1) З'ясувати, проаналізувати стан справи; обмінятися інформацією з обговорюваних питань , скоординувати зусилля і зробити організаційні висновки.

2) Проінформувати колектив про пошуки в рішенні проблем, про новий досвід і можливості його впровадження, переконати співробітників у правильності проведеної господарської політики.

3) Знайти колективне рішення проблеми, зібрати ідеї ("мозкова атака").

4) Відібрати і прийняти конструктивні рішення. Це задача зборів - прийняття рішення.

5) Дати учасникам необхідні знання, підвищити їхню кваліфікацію.

2. Протокол зборів - це первинний офіційний документ, на підставі якого карівник має право вимагати від працівників виконання доручених ним завдань. Секретар фіксує в протоколі найбільш важливі моменти: основні положення, висловлені ораторами, досягнення мети наради, прийняті рішення, їхніх виконавців і терміни виконання.

3. Зовсім не обов'язково на кожну нараду запрошувати керівників усіх підрозділів. Залучаються звичайно ті посадові особи, що найбільш компетентні у обговорюваній проблемі.

4. Усі співробітники повинні бути завчасно ознайомлені з темою, метою, порядком денним і необхідними матеріалами, документами.

5. Закінчуючи збори головуючий може закликати усіх до виконання тих планів, програм, до досягнення тих цілей, до яких прийшли в підсумку; коротко резюмувати хід обговорення; похвалити найбільш вдалі ідеї, ділові виступи; подякувати усім за продуктивну роботу.

Exercise 2. Do the quiz below and tell whether you are an effective chairperson.

Effective Meetings – a Chairperson’s self test

You can tell how good a chairperson you are by responding to the following statements. Be as honest as you can. If your answer is ‘never’ mark option 1; if it is ‘always’ mark option 4 – and so on.

1	I begin each meeting at its scheduled start time	1	2	3	4
2	I ensure that participants understand the minutes of the previous meeting	1	2	3	4
3	I follow the approved agenda for each meeting	1	2	3	4
4	I explain the purpose of each meeting clearly to all the participants	1	2	3	4
5	I allow all points of view to have a fair hearing	1	2	3	4
6	I am aware of each participant’s motives and hidden agendas	1	2	3	4
7	I ensure that all participants are fully involved in each meeting	1	2	3	4
8	I make sure that I am thoroughly prepared for each meeting	1	2	3	4
9	I refer to a meeting procedure guide before each formal meeting	1	2	3	4
10	I make sure that full and accurate minutes of each meeting are taken	1	2	3	4
11	I ensure that participants know what action to take before the next meeting	1	2	3	4
12	I ensure that participants know the time and place of the next meeting	1	2	3	4
	Sub Total scores
	Total score

The higher your score the more effectively you will run meetings.

What are your particular strengths and weaknesses?

Which particular activity will you try to improve in the meeting you are to chair?

Exercise 3. Do the quiz below and tell whether you are a masterful meeting participant

ARE YOU A MASTERFUL MEETING PARTICIPANT?

The Quiz

	A	B	C	D
1. If the meeting has not started at the scheduled time, most often I...	Wait patiently for the meeting to begin.	Talk with other participants about business or unrelated topics.	Ask the group to set a time limit, after which the meeting starts or is canceled	Leave the meeting because I have more productive things to do.
2. If a meeting starts without a clear purpose or agenda, most often I...	Say nothing since most meetings start this way.	Listen attentively in hopes that the purpose and agenda will be identified.	Ask the meeting leader to give the purpose and the agenda.	Remind the meeting leader of the correct way to start a meeting.
3. During discussions, most often I...	Listen unless asked a question.	Speak up when an issue impacts my area.	Share my views and ask others to share theirs.	Speak the most because other people are quiet.
4.When someone makes a recommendation with which I disagree, most often I …	Wait to see if someone else objects.	Speak up if I believe the person is open to critical comments.	Ask the person to explain why he or she supports the recommendation and then share my thoughts.	Tell the person what I believe and why.
5. When a person with higher authority disagrees with a view I expressed, most often I...	Remain silent since the person will take the action he or she desires.	Acknowledge the person's right to disagree with me.	Ask the person to explain why he or she disagrees and then share my thoughts.	Tell the person what I believe and why.
6. When a person who is a subordinate or peer disagrees with a view I expressed, most often I...	Remain silent to avoid offending the person.	Acknowledge the person's right to disagree with me.	Ask the person to explain why he or she disagrees and then share my thoughts.	Tell the person what I believe and why.
7. If the discussion goes off topic for several minutes, most often I...	Stay quiet to avoid adding to the time spent in the off-topic discussion.	Try to steer the conversation back to the main point.	Ask that we record a reminder to discuss the topic later so we can get back to the main point.	Tell the group that we need to stay on topic.
8. If the discussion leads me to an important thought for the team that is off topic, most often I...	Make a mental note to mention the thought at another time.	Jot the thought down so I don't forget it.	Ask that we record a reminder to discuss the thought later so we can stay on the main point.	Tell the team about the thought and engage in a discussion about it.
9. If I feel the meeting is wasting my time, most often I...	Show respect by trying to stay tuned in and listening.	Start doing other work during the meeting to try to be productive.	Let the group know of my concern and ask if anyone else has this same concern.	Leave the meeting because I have more productive things to do.
10. When I believe I have a solution that can help the team, most often I...	Wait to see if someone else offers the solution.	Speak up if I believe the team is open to solutions.	Offer my solution and invite people to discuss strengths, weaknesses and other alternatives.	Tell the team what I believe and why.

Scoring

Add the number of responses in each of the four categories and record below. Then multiply the number of responses by the multiplier to arrive at four sub-totals. Finally, add the sub-totals to arrive at a total score.

Total Number of Responses in each Category	A:______	B:______	C:______	D:______
Multiplier	x 1	x 2	x 4	x 2
Sub-Totals
Total Score

Evaluation

Use the guide below to interpret your score.

30-40	You generally are a masterful meeting participant. You contribute when needed, you move the meeting toward constructive discussion, you help resolve conflicting views.
20-29	While there are times when your participation is masterful, there are also times when you may stifle your own participation or the participation of others. You may find it helpful to speak up more or to invite others to speak up. Seek win-win solutions to conflict by encouraging others to explain their views.
10-19	You can contribute much more to meetings than you currently do. By speaking up, masterful meeting participants help create an environment in which meetings are productive, effective, and engaging.