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Conceitos de RAC

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Negociações de sucesso: estratégias e habilidades essenciais (em Português)

Universidade de Michigan

4.9 (965 classificações) | 50K alunos inscritos

Todos nós negociamos diariamente. No nível pessoal, negociamos com amigos, família, proprietários do imóvel em que moramos, vendedores de carro, funcionários, entre outros. A negociação também é a chave para o sucesso nos negócios. Nenhuma empresa consegue sobreviver sem contratos lucrativos. Dentro de uma empresa, as habilidades de negociação podem levar a avanços na carreira. Este curso fornece uma introdução prática e holística às estratégias e habilidades que podem levar a negociações de sucesso na vida pessoal e nas transações de negócios. O curso cobre os quatro principais estágios da negociação: (1) planejamento, (2) negociação, (3) criação do contrato e (4) execução do contrato. Cada estágio analisa as principais questões que você deverá estar preparado para responder em negociações futuras, como: • Quais são os principais elementos em uma análise de negociação, incluindo o preço de reserva fixado, a meta de expansão, alternativas para o negócio em questão e a zona de acordo potencial? • Que diretrizes devem ser seguidas ao confrontar questões de ética? • Qual é a sua fonte de poder nas negociações e como é possível aumentar o seu poder? • Quais ferramentas psicológicas podem ser usadas durante as negociações e quais armadilhas psicológicas devem ser evitadas? • Quais são as quatro principais questões de lei contratual que devem estar no checklist de negociação? • Quais conceitos e ferramentas podem ser usados ao resolver controvérsias? Durante o curso, você assistirá a uma série de pequenos vídeos (que vão de 5 a 20 minutos) sobre cada estágio da negociação. Os vídeos são interativos e incluem questões para testar o seu entendimento sobre estratégias e habilidades de negociação. O curso também inclui vídeos que dramatizam a arbitragem de uma controvérsia na área de construção e a mediação de uma controvérsia de software de robótica. Dependendo do seu planejamento, pode assistir aos vídeos ao longo de algumas semanas ou pode assisti-los todos de uma vez. Um aluno que assistiu a todos os vídeos de uma vez concluiu que "É uma série tão boa quanto Breaking Bad". Após assistir aos vídeos sobre os quatro principais estágios da negociação, você poderá participar de uma negociação individual que testará as suas qualificações como negociador. Os vídeos finais do curso verificam a sua negociação e revisam os conceitos e as ferramentas tratados no curso. Você também receberá feedback sobre o que faz de melhor como negociador e como pode melhorar. This is a translated version. To join the original English version, please visit this page: https://www.coursera.org/learn/negotiation-skills

Visualizar o programa do curso

Habilidades que você aprenderá

Strategic Management, Communication, Negotiation, Arbitrage

Avaliações

4.9 (965 classificações)

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AD

Aug 03, 2017

Excelente oportunidade de adquirir conhecimento , como minha área é do marketing, achei que aborda muitas questões jurídicas que as vezes não faz parte dos meus projetos , tirando isso , muito bom.

MB

Oct 23, 2016

Fantástico. Tinha restrições quanto a fazer cursos via EAD porém a dinâmica e didática do Prof. Siedel tomam sua atenção. Além disso, o conteúdo é muito bom e extremamente aplicável à realidade.

Na lição

Execução e Avaliação: O Jogo Final

Os vídeos para o Módulo 4 focam a execução e avaliação do seu acordo. Se ambas as partes atuam como esperado, não há problema. Mas se elas falham em atuar, os processos de dispute resolution que cobrimos ao longo do Módulo 4 se tornam importantes — especialmente a mediação e arbitragem. Entender estes processos é importante por várias razões descritas nos vídeos. Por exemplo, quando os processos falham, você poderia incorrer em custos além daqueles sujeitos a pagar mediante decisão judicial. Os vídeos do Módulo 4 totalizam duas horas, incluindo dramatizações de uma arbitragem e uma mediação. Como um bônus adicional, a mediação dá um ótimo exemplo de uma negociação baseada em interesse durante a resolução de conflitos. Um desafio a vocês que são dos Estados Unidos: o vídeo é do Reino Unido, então você pode ter dificuldades para entender a linguagem.

Conceitos de RAC11:48

Ferramentas de RAC9:30

Ministrado por

George Siedel
Williamson Family Professor of Business Administration and Thurnau Professor of Business Law

Transcrição

We're now going to move on to discuss ADR, Alternative Dispute Resolution concepts.

This is a general introduction and look at concepts and

then later on we going to look more in depth at the two key

building blocks of ADR which are arbitration and mediation.

So in this segment, I first of all want to give you an example

of a form of mediation and then we'll look at an example of a form of arbitration.

But the basic message here is that you can start with the two building

blocks that we'll explore later on, but you can be as creative as you

want to be in developing variations on the two basic themes.

So let's start with mediation.

And the example I'd like to give you is called a mini-trial.

Again, there are a lot of variations on the basic mediation theme.

So here's the example.

Let's take a look at an actual mini-trial.

This was one of the very first mini-trails ever, evolved in intellectual property

dispute between Telecredit and TRW.

And this case is typical of a lot of litigation.

The two parties fought over intellectual property whose a $6 million claim.

The parties spent $500,000 in the early

years of the litigation, they exchanged 100,000 documents.

The case sat in court for three years, nothing was happening.

And so finally the Executive Vice President of TRW and

the President of TeleCredit got on the phone and

basically asked, why have we outsourced this dispute to the court system?

Why have we outsourced it to lawyers?

We deal with business problems all the time.

Why don't we get together and just resolve this dispute?

And so they came up with a structured negotiation

which later came to be known as a mini-trial.

And fundamentally, there were five people at this structured negotiation.

There was the Executive Vice President of TRW, the President of Telecredit.

They each brought an attorney,

and then there was a neutral party, an expert on intellectual property,

who could answer any technical questions that arose during this negotiation.

So they began on day one with the attorney,

one of the attorneys, let's say the attorney for Telecredit,

standing up in front of the two executives and explaining her case.

And then, the executives asked her questions.

If there are technical issues, they refer them to the intellectual property expert.

And that attorney sat down.

And then, let's say the attorney for TRW got up and

again, had about a half day to present the case, answer questions,

technical questions go to the expert, that person sits down.

The two executives then go off into a room by themselves for one half hour and

settled the dispute, estimated savings and legal fees, $1 million.

But think about the benefits beyond those dollar savings.

For one, this procedure gave each executive a chance to

hear the case as described by the opposing attorney.

And that description might sound quite a bit different

from the story that they get from their own attorney.

Second they are able to come up

with a resolution of the case that make sense from a business perspective.

When you are court litigation is a zero sum game,

one person is going to win 6 million one person is going to lose 6 million.

But when you negotiate a settlement and somebody in business,

then you can come up with something that preserves the business relationship.

So, that's a quick example of a form of mediation.

Again, you can come up with as many varieties as you want.

Let's now move on to arbitration and

an example of a variation on the arbitration theme.

This example is called Rent-A-Judge.

Now this is not the same as the buy a judge program that has

been used in Chicago and other emerging economies for many years.

Just kidding.

With Rent-A-Judge, you actually hire a retired judge to hear the case.

And so, an example.

We've got a couple of former roommates who are involved in a dispute.

Brad and Jennifer.

Jennifer is especially upset because Brad now has a new roommate.

Called Angeli.

So, they're involved in litigation.

Brad Pitt and Jennifer Aniston and

rather than go to court they used the Rent-A-Judge procedure.

They hired a retired judge to hear the dispute.

Now, what are the advantages for Brad and

Jennifer in using this retired judge?

And what would be the advantages for you if you're involved in a business dispute?

Think about that for a second, hit pause if you want.

Write down the advantages that you can think of in using this form

of arbitration or other forms of arbitration.

Here are some items that might be on your list of advantages.

Number one, it might be a lot quicker than sitting for

years in the court system, waiting for your court case to arise.

Number two, it might be cheaper.

Although, we're going to discuss that issue later.

Number three, and this is a big one for Brad and Jennifer, but also for

your business.

You want to keep the dispute out of the newspapers.

You want to keep this private.

One way to think about arbitration is that it is a type of litigation,

but it's private litigation.

And finally, unlike the regular court system, you get to pick the judge.

When you're in the regular court system,

the selection of the judge is pretty random.

You might end up with a judge who has never handled a business case,

who has no idea

what's going on in the type of business dispute that you're involved with.

With Rent-A-Judge you can pick somebody who's an expert

in the particular area that is in dispute.

So lots of advantages to using that form of ADR.

One additional point, and this is something we've talked about earlier

when we had the brief introduction to ADR at the beginning of the course, and

that is the ADR processes,

which are arbitration, mediation, and negotiation, can be used not only for

dispute resolution,but also for doing deals.

And this has been a dramatic change over the last ten years or so

where many more third parties are involved not only in resolving disputes,

but also in making deals.

Here are some results of a recent survey of mediators.

40% of the mediators were involved in deal making.

The deals they were involved in ranged from $100,000 to $26 million and

here you have some examples of the types of deals that,

where the negotiators brought in third parties.

You can use not only mediation of course but also arbitration.

One area in the United States where arbitration has been used for

several years is In professional sports, especially baseball.

So here's an example of baseball arbitration.

We've got a pitcher by the name of Roger Clemens, who retired, and

then he came out of retirement to pitch for Houston, and they paid him $5 million.

Well as it turned out, he had a great year.

He was named the best pitcher of the league, won the Cy Young Award.

So when it came time to negotiate the salary for

the next year, Houston asked Roger, well, when do you want to be paid?

And he wanted something a little bit higher than 5 million.

He basically looked at the number on his uniform, and that said 22.

So he said, well I went 22 million.

Houston countered with an offer of 13.5.

Now this is the kind of dispute that often goes to arbitration.

This is the kind of negotiation that goes to arbitration,

although in this case they settled.

But in baseball they use a unique form of arbitration that you can also use.

And that is, rather than having the arbitrator select the salary,

each side privately submits a number to the arbitrator.

And then the arbitrator has to pick one of those two numbers.

So for example, if you were working for

the Houston Baseball Club, what number would you submit?

Again privately to the arbitrator, think about that for a second.

What number would you submit?

Logically, you should have picked

a number that was larger than 13.5.

You want to pick a number that you hope will be reasonable to the arbitrator,

which will be somewhere between 22 and 13.5.

You don't want to lock in on 13.5, because If Roger budges,

if he say changes from 22 to 20 then the average hitter might select that number.

So you want to pick a reasonable number that the arbitrator will select and

so it's going to force both parties to come in with numbers that

are closer to the middle and more reasonable.

So that concludes our look at ADR concepts.

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