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The Art of Negotiation

The document explores negotiation strategies, emphasizing the importance of understanding human behavior, managing emotions, and controlling the negotiation process to achieve favorable outcomes. It discusses various aspects such as preparation, framing the negotiation, sharing information, and the impact of emotions like anxiety and anger on negotiations. Furthermore, it highlights techniques for cooling down heated discussions, bouncing back from failures, and maintaining long-term relationships while achieving successful agreements.

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The art
 of
 negotiation

Problems Solutions Goals Plans Offers Desires Ego Strategies Ambition We all have Problems Solutions Goals Plans Offers Desires Ego Strategies Ambition
To understand negotiation You need to understand human behavior

Uncertainity Makes us anxious
Others intentions Make us suspicious
winning Makes us happy
Phases of a dialogue
Planning & Preperation
Sharing information & discussion
Bargaining
Closure & Deal
PLANNING
What isyour purpose
everything know know You can
boundaries Beawareofyour
proscons assess
tool, place,time Choose the right to communicate
Ifsomething iswrong You can always run away and it’s ok.
Inanycase Have a plan B
CONTROLTHE NEGOTIATION
We always focus on bargaining table but Some of the costliest mistakes take place before negotiations
Negotiateprocess Before substance
Tell your counterparts what to expect in the negotiation process.
normalize the process
Discuss any factors that might cause anxiety, doubt and anger.
Discuss what might go wrong.
Mapout the Negotiationspace
Assess the perspective of other parties.
Who has the ability to influence?
How might the actions of others can change your alternatives?
How will this negotiation affect your leverage with future partners?
control the frame
Your psychological lens has a significant effect
How they treat the interaction?
How they perceive the status?
Are they focused on the long term or the short term?
Are concessions expected?
FRAMETHENEGOTIATION
VALUE versus PRICE Always justify your offer. Never apologize for it
Youralternatives versus theirs People who walk into a negotiation consumed by the question “what will happen to me if there is no deal?” get worseoutcomes than those who focus on “what would happen to the other side if there’s no deal.”
equality versus dominance Don’t let your company’s size, your rank or wealth frame the negotiation. Keep the dominance frame from taking hold.
Sharing information
Don’t say too much
Be ready for questions
Be carefull about clues
Balance their emotions
Yourmoodmatters
To get better results,
Try to be,
DARK SIDES OF MOOD
ANXIETY ANGER MOTIVATION TO ESCALATE CONFLICTMOTIVATION TO RUN AWAY
ANXIETY
Anxiety incur losses
Anxiousnegotiators Set lower expectations, Make lower first offers Respond more quickly to offers Attain worse outcomes
Excellent negotiators Often make their counterparts Feel anxious on purpose.
CONTROLANXIETY knowledge experience practice can lower your anxiety level
ANGER
ESCALATES CONFLICT
DECREASES COOPERATION
INTENSIFIES COMPETITIVE BEHAVIOR
INCREASES PROBABILITY OF REJECTION
ANGRY NEGOTIATORS ARE LESS ACCURATE BOTH IN RECALLING THEIR OWN INTERESTS AND IN JUDGING OTHER PARTIES’ INTERESTS.
HURTS LONG TERM RELATIONSHIPS LOWERS ADMIRATION AND TRUST Choosinganger
AngerManagement
Relax take it easy
Focus on solution Handle & face Theproblem finding a or find a wayto
Don’t rush to jump to conclusions
Use sense of humor
Logic defeats anger
COMPETITION COOPERATION What are you looking for?
Fixed-pie bias COMPETITION COOPERATION
Theywillreadyou
TEMPER YOUR HAPPINESS AND EXCITEMENT The best negotiators achieve great deals for themselves but leave their opponents believing that they, too, did fabulously, even if the truth is different.
Be considerate: Do not let your
 excitement make your counterparts
 feel that they lost. Be skeptical: Do not let your excitement lead to overconfidence or an escalation of commitment with insufficient data.
MANAGING YOUR COUNTERPART’S EMOTIONS
BE OBSERVANT Perceive how other people feel Tune in their body language, tone of voice Ask pointed questions
INFLUENCE THEM Exert direct influence on their emotions Try to balance their emotions If they’re anxious inject humor If they’re overconfident express balanced anger
DISAPPOINTMENT & REGRET
PREPARING YOUR EMOTIONAL STRATEGY
ASK REMEMBER How do I feel? How might they feel? Should I express my emotions? The buildup It’s normal to feel anxious and excited. Try to avoid anxiety.
ASK REMEMBER How do I feel? How might they feel? Should I express my emotions? What can make me feel angry? What can make my counterparts feel angry? What might they do or ask that would make me feel anxious? The buildup Mainevent It’s normal to feel anxious and excited. Try to avoid anxiety. Be careful about expressing anger Be aware Prepare answers to tough questions
ASK REMEMBER How do I feel? How might they feel? Should I express my emotions? What can make me feel angry? What can make my counterparts feel angry? What might they do or ask that would make me feel anxious? What are the possible outcomes? What do I hope to achieve? How would those outcomes make me feel? How should I react to these outcomes? The buildup MaineventThefinale It’s normal to feel anxious and excited. Try to avoid anxiety. Be careful about expressing anger Be aware Prepare answers to tough questions Outline clear aspirations and expectations. When you feel pleased about an outcome keep it to yourself. Try to create value for everyone.
GETTING to yes
Adapt the way you express disagreement Control verbal cues
Upgraders totally, completely, absolutely (Strengthens disagreement) Listen verbal cues
Downgraders partially, a little bit, maybe (Softens disagreement)
KNOW when to bottle it up
or let it all pour out
Avoid yes-or-no questions
Cognitive trust You feel in their accomplishments, skills, and reliability
affective trust arises from feelings, empathy, or friendship
Build an affective bond
Build an Emotional Connection
HowtoDealwith The IrrationalParts
Embrace conflict quickly
Discuss the real problem
Create safety
Use facts, not threats • Frame your statement as natural consequence not calculated revenge. • Express reluctant determination about punitive measures. • Press for dialogue, not concession.
How to get your deals accepted?