Todos negociamos diariamente. A nivel personal, negociamos con amigos, familia, propietarios, vendedores de autos y empleadores, entre otros. La negociación también es la clave del éxito comercial. Ninguna empresa puede sobrevivir sin contratos rentables. Dentro de una empresa, las habilidades de negociación lo pueden llevar a avanzar en su carrera. En este curso, aprenderá y practicará los cuatro pasos necesarios para lograr una negociación exitosa, con un módulo para cada paso: (1) Preparación: Planifique su estrategia de negociación (2) Negociación: Use las tácticas claves para el éxito (3) Cierre: Cree un contrato (4) Cumplimiento y evaluación: El juego final Para completar exitosamente este curso y mejorar su capacidad de negociar, deberá completar los tres pasos siguientes: (1) Mire los videos breves (que van de 5 a 20 minutos) de cada módulo. Los videos son interactivos e incluyen preguntas para evaluar su entendimiento de las estrategias y habilidades de negociación. Los videos se pueden acelerar o ralentizar para adaptarse al ritmo que prefiera escucharlos. Según sus horarios, puede ver los videos en unas semanas o verlos todos juntos. Un estudiante que vio el curso de una sola vez concluyó que "es tan bueno como Breaking Bad". (2) Complete la negociación del Módulo 6 para evaluar sus capacidad de negociación. Puede negociar con un amigo local o usar los Debates para encontrar un socio de otra parte del mundo. Su socio de negociación le brindará una devolución sobre sus capacidad de negociación. En el camino, puede resultarle útil utilizar esta aplicación móvil gratuita que está relacionada con el curso y contiene varias herramientas de planificación de la negociación. http://negotiationplanner.com/ (3) Tome el examen final. Para completar el curso exitosamente, debe responder correctamente el 80 % de las preguntas. Este examen es un examen de dominio, lo que significa que puede tomarlo las veces que quiera hasta que domine el material. Además, este curso incluye la opción de obtener un Certificado verificado (CV) a través de la verificación de su identidad y la finalización exitosa del curso. Un CV le proporciona un reconocimiento formal de sus logros en el curso e incluye el logo de la Universidad de Michigan. Si usted está considerando obtener un CV, debe completar el proceso de verificación antes de tomar el examen final. Puede elegir pagar los cargos asociados antes o después del examen. Para obtener más información acerca de los CV, visite: learner.coursera.help/hc/en-us/articles/201212399-Verified-Certificates El logo compuesto del curso se comparte con una licencia Creative Commons CC BY-SA (https://creativecommons.org/licenses/by-sa/2.0/) y fue creado con las imágenes proporcionadas por cortesía de Flazingo Photos (http://bit.ly/1zOylRm) y K2 Space (https://www.flickr.com/photos/k2space/14257556613/in/set-72157644732478432). This is a translated version. To join the original English version, visit this page: https://www.coursera.org/learn/negotiation-skills/
Revisión y evaluación del cumplimiento del contrato
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Del curso dictado por University of Michigan
Negociación exitosa: Estrategias y habilidades esenciales (en español)
717 calificaciones
University of Michigan
717 calificaciones
De la lección
Cumplimiento y evaluación: El juego final
Este módulo se enfoca en el cumplimiento y la evaluación de su acuerdo. Si ambas parten cumplen con lo esperado, no hay ningún problema. Pero si no lo hacen, son importantes los procesos de resolución de conflictos que cubrimos en este módulo, especialmente la mediación y el arbitraje.
Conoce a los instructores
George SiedelWilliamson Family Professor of Business Administration and Thurnau Professor of Business Law
We're now ready for the last segment in the unit on performance and evaluation.
As mentioned earlier, if performance goes well there's really nothing to discuss.
So, our focus is on where there is a problem with performance, and we started
by looking at how to prevent disputes relating to contract performance and
then we looked at concepts and tools that relate to alternative dispute resolution
along with a deep focus on the two foundations, Arbitration and Mediation.
We're now ready for the last step.
Which is a look at reviewing your performance, and
evaluating the performance.
Let me start with a quick story relating to review of, contract performance.
Several years ago an international consulting firm contacted me,
and they told me that they were having major problems with contract performance.
What basically happened is that one team
from this consulting firm would negotiate contracts and
then another team would enter the scene and work on performance.
And because of the performance issues the so
called engagement team had to do a lot of contract renegotiation.
And so the consulting firm asked me to come to Paris to meet with
their consultants and to conduct a seminar on contract renegotiation.
Well, when they contacted me I heard the word Paris,
I heard the word spring time and I quickly said yes.
Before I thought deeply about what I was going to teach, because fundamentally,
a contract renegotiation involves the same issues as a contract negotiation.
And so, I wondered if I would be stuck with simply repeating
concepts related to contract negotiation.
As I thought about this more deeply,
I decided to contact the leaders of the consulting firm.
So, I sent email messages to the leaders who are based around the world.
And I asked them to tell me what they thought the problem was.
Why there was so much renegotiation.
And this is typical of the response that I received.
This is from one of the emails.
More often than desirable, the persons responsible for
original contract negotiations are only responsible for
obtaining the contract and not for its implementation.
Their incentives are more linked to closure of the negotiation.
Then to ongoing implementation.
So, I discovered through these emails that there's a fundamental tension
between creating a contract and then performing it.
And so with this analysis I was able to focus on how to deal
with this tension when you will review a contract and
I found an outstanding by Danny Ertel who
discusses this issue, the articles found getting past yes.
It is in the Harvard Business Review and
in the article, he talks about the deals making mindset.
Versus the implementation mindset.
Deal makers use surprise to gain advantage,
whereas focusing on implementation
would like to raise all issues as soon as possible to allow a thoughtful response.
Deal makers hold back information.
Implementors share information to increase trust.
Deal makers use tactics,
such as false deadlines to close deals, whereas implementors spend as much
time as necessary to develop an agreement that works.
Deal makers try to protect themselves with penalty clauses,
implementors focus on developing commitments that are realistic.
And so this article and this summary, I think, provides a great tool.
For situations where there's a conflict between the deal makers and
the implementors, it's a great way to review performance and
ask, are we in a deal maker mindset or an implementation mindset?
Now in fact, even when there aren't two separate teams,
all of us have two mindsets when we negotiate.
The left hand side is basically the positional mindset that we talked about
earlier, the right hand side is more of an interest based mindset, so
this is a great tool even when you don't have two separate teams.
Now, beyond this question of the conflict between the teams, there's a more
general question of stepping back from any negotiation and doing an evaluation.
And Ertel wrote another very useful article,
again on the Harvard Business Review in which he contrasted negotiations that
focus on deals, a deal focus versus a larger picture focus and
here again you can see that on the left hand side
the focus is more position based, on the right hand side more interest based.
So the Deal Focus would focus on things like price discounts.
Where as Big Picture Focus would look at the total cost of ownership,
including reducing defects, supplier efficiency, and developing new products.
A Deal Focus would look at the number of sales.
A Big Picture Focus would focus more on the length of customer relationships.
Referral business from the customer, innovations from the customer.
The deal focus adapts mentality, well, we've never lost a customer.
Where the Big Picture Focus would,
instead, look at the deal that was made and contrasted with your BATNA.
And the Deal Focus would only review deals sporadically whereas the Big Picture Focus
would have a systematic review and improvement of process.
So again, another great tool for
evaluating your negotiations when you've finished.
Did you use a Deal Focus or a Big Picture Focus?
One last point here, and that relates to systematic review and
improvement of the process, there are a number of management tools
that enable you to do this, let me just give you one example.
At Becton Dickinson, the attorneys used a six sigma process for
improving, contracting, started with definition.
A process map showing the steps in their negotiations.
And then they did measurements.
How many hours did it take to complete negotiations.
How many hours for each step.
And then they did an analysis.
And what they discovered in the analysis is that if the entire Becton Dickinson
team was involved, then the negotiations were shorter.
The problem was the numbers of the team were working on side negotiations along
the way that delayed the process.
And then finally they did some improvements,
they charted responsibilities for each stage of the process and
the results were fairly dramatic.
They reduced negotiation periods by about 65%.
And they concluded that a large company like this could quickly arrive
at productivity improvement equal to millions of dollars.
So, these are some considerations when your business is reviewing negotiations,
but I strongly recommend that you also do
a personal performance review whenever you're involved in any major negotiation.
And, in that personal performance review,
simply ask yourself what did I do well, and how can I improve?
I also recommend that you develop a negotiation diary
where you chart your results in various negotiations.
That would help you identify areas for improvement down the road.
Here's some questions to ask in your self-assessment.
Did I work hard at establishing a relationship at the beginning?
Did I search for underlying interests?
Did I ask questions and listen carefully to the answers?
Did I find out very early on in the negotiation whether the other side
had authority to do a deal?
Did I use an effective first price strategy
as we discussed earlier in this course?
Did I look at the negotiation from the other side.
That element that separates great negotiators from good negotiators.
Did I use reciprocity when trading interests?
And did I keep a big picture perspective?
So, that concludes our look at Performance and
Evaluation: The End Game.
I wanna leave you with one last thought that I think it's very important.
And this thought originated a few years ago when I gave a talk
at the annual meeting of the American Bar Association in San Francisco.
And I felt very honored that they paired me with another speaker by the name
of John Wade, who, I think is probably the best mediator in the world.
He's a practicing mediator, but his writings are also fantastic.
And during his talk, Chan mentioned a life
goal analysis that he uses for dispute resolution.
And let me give you an example.
This is a situation that he used.
We've got a battle between a husband and wife that are going through a divorce.
They're members of the Chinese community and I think he said Sydney, Australia.
John is from Australia.
So the husband, 45 years old the wife, 36.
The husband has a large income and lots of assets.
The wife has.
Small income and relatively few assets.
The husband is a prominent physician, the wife runs a small shop.
The husband has many supporters in the Chinese community,
while the wife is isolated within the community.
So they go through very emotional, positional negotiations.
And they divide up their property and
they're down to the last 40,000 Australian dollars.
And they just can't seem to reach an agreement after this very
hostile negotiation, so they brought in John as a mediator
and he asked them both to step back and
think of this negotiation in terms of their life goals.
The wife agreed to do this exercise, the husband refused.
So what I'd like you to do is put yourself in the position of the husband.
If you were the husband here, what life goals
might you think about to try to put this specific negotiation in context.
Please press pause for a second and
write down what you think the life goals of this physician might be.
Well, when I did this exercise during John's talk,
I thought of a number of goals.
I thought, well he wants to increase his assets.
He wants to increase his position in the medical community.
Maybe head a medical center.
Maybe be named to a professorship.
In medicine, maybe head a medical society.
Perhaps, he wants to develop a new relationship with somebody else.
Perhaps he wants to enjoy life, as he becomes older and
has worked hard throughout his life.
You can think of a number of life goals that he might have adopted.
What happened here as I mentioned, he did not do that.
Eventually the husband and wife ended up splitting the 40,000 Australian dollars.
And it came time for their court hearing.
Picture the court room,
we have the wife sitting on one side with a couple of her friends.
She was again isolated in the community.
We have the husband on the other side with a large group of his friends,
some of them ridicule the wife, ready to celebrate.
Ready to go out to a fancy dinner after the divorce is finalized.
So, the judge finalizes the divorce.
The husband and all of his friends leave in a very jubilant mood.
They go out of the courtroom, turn right and head down to a fancy restaurant.
The wife walks out of the courtroom by herself, and as she walks
out she turns to the husband's attorney and says, now it is time to get even.
She walked out of the courtroom turned left,
and walked down to the offices of the medical society.
She walked in and
asked, is this the place where I can file a complaint against a physician?
And they said yes.
She said I'd like to file a complaint against, and then she named her husband.
She said, number one, he performed an illegal abortion, on me.
And number two, he has been sending drugs illegally to his relatives back in China.
She filed the complaint and that destroyed the husband's career.
So when you think about this dispute within the context of your life goals,
a relatively a minor dispute in light of those much bigger goals.
It gives you a perspective.
Probably would have been a good exercise for the husband to complete, and
he didn't hear.
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