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This technique is mainly used in hostile and aggressive negotiations mainly where there are hostages concerned. However it can be adabpted to other forms of negotiations .
The model’s intention is to outline a process for developing a relationship between a negotiator and his or her counterpart, which culminates with the negotiator influencing the decisions of the counterpart. The model has five stages that are to be completed in succession for the behavioral change to take place.
1.Active listening (Active Listening encourages conversation through the use of open ended questions, suggests negotiators paraphrase their understanding of the other side’s story, attempts to identify and confirm emotions expressed by the other side, and utilizes intentional pauses in the conversation for emphatic effect
2. Empathy (The intent of the second step of the BCSM is for the negotiator to convey his or her empathy to the other side. Empathy suggests the negotiator has an understanding of the perceptions and feelings of the other side. This is an important aspect of furthering the relationship between the negotiator and the other side, and can be accomplished through a tone of voice that is genuine and conveys interest in and concern for the other side
3.Building rapport (The third step is established through the negotiator’s active listening and expression of empathy, which will lead to increased trust between the parties. The negotiator continues to build rapport through conversation that focuses on face saving for the other side, positive reframing of the situation, and exploring areas of common ground
4. influence (Once rapport has been firmly established, the negotiator is in a position to begin to make suggestions to the other side, explore potential and realistic solutions to the conflict, and consider the likely alternatives available to the other side
5. Behavioral change(The final step in the BCSM is contingent upon how thoroughly and prudently the negotiator walked up the first four steps. If the negotiator has established a solid relationship with the other side, he or she will be able to propose solutions to the conflict that will affect the desired behavioral change
Alhough the stakes of business negotiations are usually not as high as that of a hostage negotiation, the psychological basis for diffusing conflict are related between the two contexts. The manager who is negotiating with a frustrated employee or client will be well served by walking with his or her counterpart up the “Behavioral Change Stairway.”
It is a technique developed for dealing with hostile/hostage situations. Its purpose is to gradually move the person involved through a series of step from understanding what the problem and developing trust to a point where you can influence his behaviour.
This approach is not that far removed from commercial negotiations. My view is firstly you need to build a relationship, this is best achieved listening to their story, understanding their interests and motivation, once this is know you can begin the process of influencing their behaviour and the outcome.
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