What is HIV and AIDS?
What is HIV and AIDS?
What is HIV and AIDS?
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Context<br />
• <strong>What</strong> <strong>is</strong> their power base <strong>and</strong> support base? <strong>What</strong> <strong>is</strong> yours?<br />
• Are there background <strong>is</strong>sues which might impact on the negotiation? Do you have an<br />
ability to influence sources of leverage?<br />
Planning <strong>and</strong> preparation<br />
• Who <strong>is</strong> involved? How will you h<strong>and</strong>le the people problem? <strong>What</strong> roles will your team<br />
members each take?<br />
• <strong>What</strong> are your interests? Which are most important? Do you know what you are prepared<br />
to concede?<br />
.<br />
• <strong>What</strong> are their interests?<br />
• <strong>What</strong> are some real<strong>is</strong>tic objectives?<br />
• Which objective criteria/principles are relevant? Do these show you what you will not<br />
concede e.g. impartiality?<br />
Establ<strong>is</strong>hing the climate<br />
• <strong>What</strong> are their customs, norms of behaviour (pace, formality, directness of communication,<br />
oral or written agreements)<br />
• <strong>What</strong> <strong>is</strong> conveyed by location, non- verbal communication?<br />
Exploring needs <strong>and</strong> options<br />
• Explore their interests. If given a position in reply - ask the question 'Why?'<br />
• Show your underst<strong>and</strong>ing of their interests<br />
• Explain your interests. Be specific.<br />
Working towards solutions<br />
• Be prepared for conflict at th<strong>is</strong> stage. Be neither hostile nor subm<strong>is</strong>sive.<br />
• Take a strong stance on attacking the problem, but not the people.<br />
• Look as widely <strong>and</strong> creatively as possible for options for mutual gain.<br />
• Ins<strong>is</strong>t on using objective criteria. Invite them to state their reasoning. 'How did you arrive at<br />
that figure?'<br />
When things are tough<br />
• Ask questions rather than making statements e.g.'Correct me if I'm wrong, but <strong>is</strong>........?'<br />
• Use silence to lead them into answering a question or as a response to personal attacks<br />
Closing<br />
Annex 16: Guidelines on deciding negotiation strategies<br />
• If you are not completely ready to sign off take a break <strong>and</strong> suggest when to meet again.<br />
• Make a clear conc<strong>is</strong>e statement of the agreement as you underst<strong>and</strong> it, confirming details.<br />
• Thank everyone for their time <strong>and</strong> co-operation
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