TAKING INITIATIVE MURAT GÜLEÇ UYGAR ŞİRİN ONUR İYİİŞ M. DİNÇER DABAK

1. TAKING INITIATIVE MURAT GÜLEÇ UYGAR ŞİRİN ONUR İYİİŞ M. DİNÇER DABAK

2. WHAT IS INITIATIVE? • Power or right to take an action • Ability to take action and make decision without waiting for someone to tell you what to do.

3. Obtaining information is a vital part of taking initiative”

4. Information; • is the heart of the the matter • can unlock the door to the vault called success • affects our appraisal of reality and the decision that we make

5. If we are fully informed about subject, we can achieve the desired result easily…

6. Information in Negotiation “Starting negotiations without information is akin to start battle without adequate supplies of bullets and shells”

7. Information in Negotiation • Information is the key to negotiating information about; • the other party, • their attidues, • concerns, • timing, • quality…

8. Information in Negotiation • We need not just information about the subject matter or any dispute etc. but also our ‘opponent’ or ‘Partner’

9. The tactical exchange of information has two purposes • to find the opponent’s bottom offer and bring it down further (weakening the other side) • to clarify your own’s demands in such a way that the opponent will see them as realistic and inevitable (strengthening your own position)

10. information changes over time and it is continuous concept • we have to follow the information continuously

11. Information search must be done over • Subject • Relationship • Timing • Purpose • Recourse • Dispute • Administration • Follow-up

12. Lack of Information • Information gathering about the other side should be done correctly and completely. • If there is a lack of information, this situation can cause many disadvantages for us.

13. TAKINGINITIATIVE Take the first step in an undertaking, esp. one that encourages Means not leaving the opponents intensions realized or take the advantage. Reading the opponents false and or even real intensions and outsmarting with superior tactics

14. CHARACTERISTICS OF THIS TACTIC One-sided One party forces the negotiation Aggressive, competitive Goals rather than interests Not for the optimal, to be better as much as possible

15. BEFORE TAKING INITIATIVE First of all, check on your own sense of self-respect and know that you're as worthy as the other side (TOS) Use your leadership. Take the initiative by doing these things before the other side does;

16. BEFORE TAKING INITIATIVE clarify your objectives, outline the issues relevant to those objectives, identify potential problems, handle challenges to your position, suggest solutions in the direction of your objectives

17. Be alert to the ways TOS may try during the negotiation

18. pretending they have the authority to sign the contract when they don't • Cornering you to accept their proposal by saying; “it is one of the few chances left, if not the last, to keep you from a worse situation”

19. Sweeping you off your feet with impressive credentials based on past performance to get you to sign • Doing you small favors for free, only to play on your sense of obligation later on when they ask you to concede on major items in their proposal

20. When to take the initiative? At the point of a deadlock To maneuver a concession To strengthen our position To weaken the other party If other party negotiates too softly If we do know much more about other party

21. Sometimes gaining initiative may become useless If we know little about the other party If the negotiation goes like a “win-win” If the concessions are enough Negotiate to cooperate not to compete For long-term not for a short one!

22. INTERVIEWER CASE • STEP 1: KNOW THE ENEMY • STEP 2: DISARMING THE ENEMY

23. Step 1:KNOW THE ENEMY • An applicant should wish to present himself and his capabilities in a way that appeal to the interviewer. • Intelligent questions related to the information already obtained is a part of the tactic.

24. Step 2: DISARMING THE ENEMY • Knowing that the other party has certain arguments that are likely to be used does not mean we should simply prepare defenses to the arguments. • If we use the facts first we may be able to negate their value.

25. Example • This is a method of media interviewers • If they are trying to focus on an error or misjudgement yet know the interviewee has some good news with which their otherwise penetrating enqiry can be blunted.

26. Example • They grab the inititative mention it first like: ‘now mr. X I know u are going to say that your environmental record for last sixty years has been exemplary but the fact remains that this pollution is extremely damaging to everyoone and worrying to you

27. Example • Mr İyiiş already prepare a comment ‘ I must stress that in sixty years of industrial production this is the first time my orgaznization involved in a pollution problem’ Now sounds somewhat ridicilious. In response he might do better to try and regain initiative in turn.

28. AFTER TAKING INITIATIVE If you are successful

29. AFTER TAKING INITIATIVE If you are not

30. THANKS FOR YOUR ATTENTION!