b) Co-operative Negotiations.

In this negotiation strategy emphasis is placed more on common interests that both parties hold in area of discussion, trying to achieve a mutually beneficial gain where as both parties in one form or another reach a point where they both achieve main objectives they set out for. But always rememeber prudence is name of game, you will always find those who will seek to play your game of co-operation in order to take advantage of situation. Be careful don't give away too much to soon.

c) Problem Solving Negotiations.

In this type senario aim of game is that both parties view negotiation as a problem that can only be solved by both parties pulling chain in order to seek a satisfactory resolution. Your guiding principle should be that of which both parties leave table with more riches or benfits in some way, shape or form.

4) Preparing Your Strategy.

Such is life, not everything is entirely predictable and therefore things don't always turn out how we want them to, however this doesn't mean that we will never obtain our objectives and satisfy our interests. It's just simply impossible to eliminate unpredictable entirely. You should always enter any situation of a negotiating sort, for that matter any life situation, with attitude that you don't have all information at hand. Strategic planning consists precisely of trying to predict unpredictable!

I define word strategy from tactic in way that "tactics are what you do when you have something to do, strategy is what you do when you don't". Generally strategy is big picture plan, tactics are tools you use to help achieve this plan. I am going to briefly cover just a few critical tactics that you can manipulate to achieve an overall powerful strategy that's to your advantage.

a) Time - Are you going try to arrange negotiations at a time that is convenient to you, or both parties?

b) Duration - Is there a time limit? Or is it unlimited? The party which feels less hurried can have a strategic advantage.

c) Forcing The Pace - The more power you feel you have more you can inforce pace of conversations. Will it be rapid, slow, thoughtful? Will you drag things out, steadily increase pace as time goes on, slow things down toward end in order to gain a few more minor concessions?

d) Location - Will you arrange for negotiations to take place at a location that sets a certain mood or feeling in opposing parties mind? Or will you choose for a location that is more conducive to an atmosphere of co-operation?

This gives you just a few points to think about. You will soon realise that smallest of things can result in some major concessions for you, or your company, by setting tone with a good stable strategy. Keep your mind sharp and learn to improvise.

5) Cool as Ice.

Negotiation with experienced parties will get you in some tight corners, they will exploit your every crevice. Remember that they will have done there homework on you and your company just like you have on them. Many negotiators will force you into a position of unease in an attempt to crack you, make you say something you shouldn't have, like revealing details of your bottom line and all because they got you flustered. Above all remain calm, be patient and do all you can to avoid giving into stress or pressures exerted upon you. By doing this other party will quickly realize that you can not be manipulated easily and they will get nowhere by pursuing this kind of tactic, once this happens it can change whole event into your court, you can then take control and work to gain some objectives with this new found power on your side.

To correct such aberrations before they morph into hurtful behaviors, you now select most serious negative perception. Fixing it becomes your public relations goal.

Of course, a PR goal without a strategy to show you how to get there, is like roast pork without garlic. That’s why there are three such strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. Be careful that your new goal and new strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right calling for a strategy of reinforcement.

Use your best writer to craft a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

On announcement itself, making corrective message a part of another announcement or separate presentation – could lend more credibility, deemphasizing fact that a correction is being made.

Nevertheless, corrective message itself must be very clear about what perception needs clarification or correction, and why. Your facts must be double-checked for accuracy and your position must be persuasive and believable if it is to hold interest of members of that target audience, and really shift perception in your direction.

Selecting tools you will count on to carry your persuasive new thoughts to attention of that external audience – I call such tools Beasts of Burden --will be easiest task you face.

Communications tactics are everywhere dense, as mathematicians say. They include letters-to-the-editor, brochures, press releases, speeches, radio and newspaper interviews, personal contacts, newsletters, group briefings and many others. But you must exercise caution when you pick your tactics. Look for evidence that they reach same kind of people as those you call your target stakeholders?

Your colleagues will want to know whether progress is being made. And you’ll want to be ready for such queries by again monitoring perceptions among your target audience members. But here’s difference second time around. Using questions similar to those used during your earlier monitoring session, you will now watch carefully for indications that audience perceptions are beginning to move in your direction. That’s kind of progress you’re looking for.

Lucky for us in PR., we can always put pedal to metal by employing additional communications tactics, AND by increasing their frequencies.

Here are two survival tips: Keep your eyes on your most important external stakeholders, very groups of outside people who have such a big say in your success as a manager.

Then employ an action plan that helps you persuade those important outsiders to view things way you do, and that leads them to behaviors that result in success of your department, division or subsidiary.

end

Bob Kelly counsels, writes and speaks to managers about using fundamental premise of public relations to achieve their operating obectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com