Negotiation rules. The Art of Negotiation: How to prepare for an important meeting

Negotiation is almost any process of reaching agreements. What is important to consider when planning, preparing and conducting negotiations? What do you need to be prepared for?

So, when planning, it is important to take into account the place, time, duration of the negotiation process. When preparing - the agenda, the composition of the participants, their status and comfortable conditions. When negotiating, the most important thing is the strength of the negotiating position, behavior and style of the negotiation process.

What is negotiation?

From the point of view of transactional analysis, the ability to negotiate is available only in the “adult-adult” position. The adult position of one of the parties in the negotiations should eventually lead to an adult state of the opposite side from the position of "child" or "parent" (manipulation or pressure comes from these positions). Adult behavior helps to resist manipulation. The whims cannot continue for a long time, since the “child” has a limited resource of the strength of patience. And the dictates of the “parent” are generally inappropriate in the negotiation process.

Negotiation process

The negotiation process leads to a result if you have a clearly defined goal and criteria for achieving it.

The negotiation process leads to a result if you have a clearly defined goal and criteria for achieving it. In the absence of them, most likely you will have to agree to the conditions of the opposite side. Having a plan A and B, if something goes wrong, will allow you to defend at least the minimum acceptable position. This gives confidence, the absence of which is read by the other side and is costly. The scenario and distribution of roles also give weight, confidence and dynamism to the negotiation process and the team. It is important to distribute functionality. Even if the negotiations are carried out by one person, it is necessary to take into account the content, fix the main points on paper, monitor the interaction of the team on the other side of the negotiating table, and even read the bodily and emotional markers that sometimes say much more than words.

Negotiation table

It is important to know the place of negotiations in order to arrive in advance and “mark the territory”. Campaign to supplement the script with the seating chart of the participants. This is the so-called psychogeography. Experienced negotiators try to take the most advantageous position at the table even before the start of negotiations, if this is not initially determined by the protocol. Leadership in this matter provides an initial advantage and adds confidence.

Negotiation Status

When planning and preparing negotiations, it is important to clarify and agree on the status of the representatives of the parties.

When planning and preparing negotiations, it is important to clarify and agree on the status of the representatives of the parties. If a deputy or an employee of a lower hierarchy level is sent for negotiations to the first person, then this is an initially non-equilibrium state, and either the negotiations will be of an intermediate nature, or this is a completely different scenario. It will not work out that way if the other side does not have sufficient powers. The higher the status of negotiations, the more formalities they contain: nameplates for seating, regulations, keeping minutes and signing an agreement or agreement of intent. Interestingly, the coincidence of statuses once again confirms that only equals can agree. Otherwise, it's just a translation of someone else's position. See example #1.

The power of the negotiating position

Strength in this case is a figurative expression. In fact, with a strong negotiating position, the opposite side agrees to the proposal on the most favorable terms for itself. Although there are situations when the strength of the negotiating position lies in the ability to get up and leave the negotiating table at any time. For example, in case of an unacceptable offer or a violation of business ethics. See example #2.

Behavioral Features

Negotiations are, first of all, communication, and all people are different.

Knowledge of personality typology and other psychological knowledge is, of course, very useful. Nevertheless, it is important to understand that negotiations are primarily communication, and all people are different. For example, people say “yes” and “no” differently.

There are four managerial roles in Yitzhak Adizes' PAEI model: results producer (P), administrator (A), entrepreneur (E), and integrator (I). They all express their agreement and disagreement in different ways, although they use the same words and sounds. Knowledge of these features helps to achieve mutual understanding.

Relation to time

The factor of both chronometric time and its derivatives in the form of speed of presentation or temporal pressure is very important. As soon as you are rushed to make a decision, take a break. First, it will be a balanced decision. And secondly, you will check how manipulative the opposite side of the negotiations is behaving. Looking at the table below, you will surely remember examples from your negotiation experience.

How to get in touch?

The skill of establishing and maintaining the necessary level of contact leads to the most essential factor for the effectiveness and efficiency of negotiations - trust, the reverse side of which is responsibility. Previously, in Russia there was such a thing: "the word of the merchant." And it was enough to shake hands as a sign of reaching an agreement without any agreements on paper. Taking into account the above factors in the “Clarity-Motivation-Responsibility” model, technological negotiations, like any business communication, follow the algorithm for achieving the necessary and sufficient clarity. In the presence of clarity, motivation almost automatically arises, which leads to the distribution of responsibility between the participants in the negotiations.

The role of emotions in negotiations

Someone in the negotiations tries to hide their emotions or put on a show. The range is quite large, but emotional intelligence skills are the basis of success in negotiations.

Emotions are a more ancient mechanism for regulating life than thoughts.

The ability to recognize one's own and read other people's emotions, analyze the causes of their occurrence, consciously transform emerging emotions into the most relevant ones at the moment helps to manage oneself and others. Emotions are a more ancient mechanism for regulating life than thoughts. Speech evolved much later. In almost all cultures, the basic emotions of joy, anger, surprise, fear, disgust are expressed in almost the same way. An experienced negotiator manages his emotions and monitors the manifestation of the emotions of others. Emotions can confirm the words, or they can express something different from the meaning of the interlocutor. This is rich material for developing a strategy and tactics for negotiating. See example #3.

Cross-cultural features

In the case of negotiations with foreigners, representatives of other cultures and confessions, it is very important to take into account the peculiarities of their mentality as much as possible and invite a professional translator. Scenarios can be quite a large number. And it is better to think them over in advance, since each culture has its own attitude to the above parameters. This will increase the effectiveness of negotiations and help achieve the best result. example number 4.

Negotiation Philosophy

Those who think that negotiations are like military actions should remember that we need real partners and clients. In the long run, it is mutually beneficial agreements that ensure cooperation, and adults are able to reconcile, and not conduct military operations if something goes wrong. Often in the confrontation it is generally impossible to find a solution and agree. In this case, the only solution is a compromise, that is, neither side fully achieves the set goals as a result of negotiations. There are no mutually beneficial solutions in the confrontation plane, they must be sought to reach consensus, that is, for the “win-win” position, it is important to get out of the situation of a direct conflict of interests in search of acceptable and consistent conditions, to look at the situation “from a bird’s eye view”.

EXAMPLES

Example #1

My colleague and I came to the organization for negotiations. We are met by the head of the purchasing department and informed that the general director will not be today, and their position cannot be revised under any circumstances. I note that this is an "interesting" position to discuss the beginning of cooperation. We nevertheless sit down and begin negotiations. We are testing the ground to find a solution. The opposite side does not move forward. At this moment, a man with a confident look looks into the negotiation room and asks how things are. In response, the head of the purchasing department replies: "We are now finishing, and they agree to accept all our conditions." He sees the surprise on our faces, and then his eyes fall on the business school badge on the lapel of my jacket. He breaks into a smile and sits next to me. It turns out that we are from the same alma mater, and he graduated from it a few years earlier than me. Over coffee, we find mutual friends and discuss which of the teachers taught which courses. Then he asks me why we have come. I briefly state the essence of the matter. In five minutes, we find a solution that only CEOs could make. Since then, I always try to find out the composition of the negotiating team of the organization I am going to a business meeting. I look for information about them and sometimes use it to establish contact and increase trust. Much can be found even on social networks and the Internet. Information about professional experience, education and hobbies can be extremely helpful. And the head of the purchasing department in that organization was recently appointed to this position and tried very hard to get the negotiations “right”.

Example #2

Business reputation, especially in the field of complex intellectual services, is more valuable than any money. The head of the personnel service discusses the conditions for the provision of corporate coaching services during negotiations. Insists on telling him all the details and content of the work of coaches with his colleagues - heads of departments of the organization. I patiently explain that in this case, the main postulate of coaching, confidentiality, will be violated. I would like to inform you that in this case I am forced to fundamentally refuse to conclude an agreement and a large-scale project. After some wrangling, we find a solution. The subjects of coaching in the organization will themselves write reports to the head of personnel, at their discretion, disclosing the details of what is happening in the coaching interaction. Coaches will only submit reports with the topic of each coaching session, as the session cycle aims to increase executive productivity based on individual development plans. The work plan is initially written in the appendix to the contract, and in case of deviation, the coach only reports this fact. This decision suits all parties: the leader, his colleagues and coaches.

Example #3

Representatives of the industry leader from Germany came to us to negotiate on cooperation, in fact, on the takeover. Their position is understandable and infuriates the owner of the organization in which I am responsible for protocol negotiations as development director. The two owners see each other for the first time, and when they meet, ours declares to the German in Russian: “Now I will show you Stalingrad!”. Ringing silence for several seconds, the German neither face nor body reacts in any way. Only the pupils dilated. The foreign team is silent. The German, swallowing, answers in Russian: “Show me!” Our negotiations went on for several days, and the team from Germany showed high professionalism and the highest class in negotiating. I especially liked their system of conventional signs and teamwork in the transfer of words to each other, depending on the area of ​​expertise and functionality. Everything is straight to the point. And in the restaurant they behaved quite lively, and it was interesting to communicate with them on topics outside the business. So the question is, who showed what to whom.

Example #4

The owners of the industry's largest manufacturer from Italy were invited to the retail network to launch a new line of business. Father and son arrived. In Russia for the first time. The eldest is over 70, the son is 35-40 years old. Dressed very modestly. We met them at the airport in the VIP-lounge, brought them to our flagship store and then went to the restaurant to meet with the owner of the retail chain. The restaurant is pretentious, sturgeons swim along the channels between the tables. The owner's partner invited prostitutes to our table. They talk about anything, except for the purpose of the visit of industry leaders. They sit like a stake swallowed. They are silent, they do not drink vodka, they hardly eat. An hour later, the older Italian began to nod, and the son says: “Take us to the hotel. We need to pray, and we are used to getting up at 5 am and going to bed at 9 pm.” It's already midnight for us, and we sat in the restaurant for more than two hours. The only thing I learned from my son during this time is that he goes to church every morning to pray and they have a factory in some mountain village. He has a lot of children, and he idolizes his wife. In the morning they are cheerful, but again they are silent. Negotiations began, and it turns out that the father does not understand English or French at all, and the son does not know business vocabulary. Although on everyday topics we talked a little on the way. It turned out the situation of a conversation between the blind and the deaf. An interpreter from Italian was urgently called. We agreed on everything. But then things didn't work out. And before the flight, the Italian son asked me: “Why did you invite prostitutes to the negotiations?”

Arrive at the meeting at the appointed time. The other party may refuse to negotiate if you are late. In any case, this can negatively affect your image, as well as the very course of negotiations. If the negotiations take place in the office of one of the participants, his staff (referent or assistant) meets the guests at the entrance. At the first meeting, if the participants are not familiar, it is necessary to introduce yourself. The head of the host delegation is presented first, then the head of the visiting one. After that, the heads of delegations introduce their staff. Here, too, the host delegation should be presented first. The order in which delegations are presented is “in descending order”, i.e. those who occupy a higher position are presented first. Participants can exchange business cards. With a large number of delegations, such an exchange is difficult, and therefore optional. In this case, before the start of negotiations, each participant is given a list of delegations, if possible with full names and positions. The delegations are seated so that the members of each delegation, occupying an approximately equal position, are opposite each other. The head of the host country is the first to sit down at the negotiating table. During the negotiations, he has the initiative. He starts the conversation, makes sure that there are no pauses during the negotiations, which can be perceived as a signal for their end. At the negotiations it is not customary to interrupt the speech of partners. After the presentation, clarifying questions can be asked. If, nevertheless, there is a need to clarify any detail during the speech, you must apologize, and make your statement as brief and specific as possible. During negotiations, it is widely practiced that the head of the delegation gives the floor to other members of his delegation, experts and advisers. Tea or coffee can be served during negotiations. Another option is to announce a coffee break. It is usually used during fairly lengthy negotiations, as well as if you need to exchange "unofficial" opinions, "defuse the atmosphere", just relax a bit. During negotiations, delegations may form expert working groups to process individual issues. These groups of experts who are part of the delegations, as a rule, retire to a separate room, agree on a possible decision or paragraph in the final document, and bring the results of the work to the heads of delegations. The host, as a rule, makes sure that there are pencils or pens, notepads or just blank paper on the negotiating table. If the delegations are large in composition and the room is large, then you need to take care of sound amplification. As a rule, the issue of the working language of negotiations is agreed with foreigners in advance. If simultaneous translation is envisaged, then you should think about a workplace for an interpreter - a special booth. In consecutive interpretation, the interpreter of each side sits to the left of the head of the entire delegation, or immediately behind him and slightly to the left. Presentation of credentials An important point in any negotiation is the presentation and presentation of credentials. This is especially important if your partners don't know you yet. Such a procedure only strengthens the trust in the words of the interlocutor, but also gives you and your new partners the opportunity to clearly identify the subject of the upcoming discussion. In the simplest case, this may be a letter of attorney from the head of your company, assuring that you are instructed to negotiate on a specific topic. In such a document, it is useful to mention that you are entrusted with signing (or only agreeing on) a joint document. If the text of the agreement that you are instructed to prepare contains a reference to the Regulations on your organization or to its Charter, then you must have a copy of them with you for transfer to the other party. The head of the firm, in order to confirm his authority, may present letters of recommendation from his bankers or business partners known to the other party. A kind of evidence of authority can be a story about your company or organization, accompanied by the transfer of a copy of the audit report, an article about your organization published in a reputable magazine or newspaper. In turn, you, accepting previously unknown partners, have the right to ask about their powers, during the conversation ask about their partners, bankers, about whether they have the right to sign joint documents. In some cases, it is better to instruct such questions to ask your lawyer or the person in charge of paperwork in your delegation (this can be done during the preparation of negotiations or a conversation on the sidelines). A special role is played by the formalization of powers in interstate relations. So, when leaving for an international conference, for the head and members of the delegation, credentials are drawn up on a special form and submitted before the start of this forum to the credentials verification committee established at the conference.

7.3. negotiation technology

Stages of presenting a position The stages of presenting a position, or negotiating, imply a sequence of solving the following tasks: mutual clarification of the interests, points of view, concepts and positions of the participants; their discussion (including putting forward arguments in support of their views, proposals, their justification); coordination of interests and development of agreements. The presence of the first stage implies that before the parties begin to develop agreements, they will find out and discuss each other's points of view. At the same stage, a “common language” is developed with a negotiating partner, including the clarification of concepts. At the second stage, the participants try to realize their interests in the most complete form. This stage is of particular importance in conflict relations between the parties and can take up most of the negotiation time. When the parties are oriented towards solving the problem through negotiations, the main result of the second stage will be to identify the scope of a possible agreement. In this case, the parties proceed to the final stage - the coordination of interests and the development of agreements. It may include two phases: first, the development of a general formula, then the coordination of details. It is obvious that the selected stages do not follow strictly one after another. Negotiators may return to the previous stage, but the overall sequence of these tasks should be maintained. Otherwise, the negotiations may turn out to be too long or even frustrated.

Lecture 7. Negotiating with business partners (continued) 7.4. Negotiation strategy

The choice of negotiating strategy is determined by the tasks that you are going to solve while working with partners. Bargaining is a negotiating strategy in which each of the participants is focused on the maximum realization of their own interests and goals and practically does not take into account how the interests and goals of the partner will be realized. He seeks to “bargain” the final document that is most beneficial for himself and focuses on his own victory. “Partner-to-partner problem analysis,” sometimes referred to as the partnership approach, aims to solve a problem in the best interests of both parties. The course of negotiations in the implementation of one or another strategy is different. "Bargaining" is focused on manipulating the behavior of a negotiating partner. "Joint analysis of the problem with a partner" implies a significant degree of openness of the participants and the formation of a dialogue relationship. In the real practice of negotiating, none of the strategies in its "pure" form is applied, therefore, in each specific case, one should speak of a dominant strategy. By choosing "bargaining" as such, the negotiator can achieve a number of advantages for himself, but he risks that the negotiations will be disrupted, as well as that the agreements will be poorly implemented. With the main focus on the "partnership approach", the agreements are usually more durable. Tactical methods of "TORGA" The strategy of "bargaining" is carried out through various tactics and their modifications. First of all, this is “putting pressure on a partner”, which is implemented, in particular, by “using threats” and “bluffing”. The "inflated initial demand" technique suggests that you start the negotiation by asking for much more than you really hope to get. The technique of “putting forward demands at the last minute” consists in the fact that one of the parties at the end of the negotiations, when it practically becomes obvious that they have been successfully completed, puts forward new demands. At the same time, the participant proceeds from the fact that the partner, being extremely interested in signing the previously reached agreements, will make concessions. Often used "assignment of requirements in ascending order". For example, seeing that the partner agrees with the proposals you make, you put forward new ones. The “double interpretation” technique assumes that during the negotiations, you “lay” a wording containing a double meaning into the final document, which will allow you to interpret the agreement in your own interests in the future without violating it formally, i.e. without violating it formally. e. following his "letter". Tactics of "Joint problem analysis with a partner" When focusing on the strategy of "joint problem analysis with a partner", the technique of "gradually increasing the complexity" of the issues under discussion can be used. It implies that negotiations begin with easy issues, and then their participants move on to difficult ones. At the same time, the achievement of agreements on conflict issues has a positive psychological impact on the participants, demonstrating the fundamental possibility of achieving mutually acceptable solutions. The technique of "dividing the problem into separate components" is usually used in complex negotiations, in the presence of conflicting relations between the parties. In this case, at the first two stages of negotiations, these components are identified, and then, if it is impossible to reach an agreement on certain components, the issue of putting them out of the brackets, i.e., refusing to consider them during these negotiations, is decided. When using this technique, only a partial agreement is realized. It is possible to use both methods at the same time. For example, after “dividing the problem into separate components” and putting some of them “out of the brackets”, a “gradual increase in the complexity of the issues under discussion” is applied: first, issues are agreed upon on which the positions of the parties coincide or are close, and then the negotiators move on to more complex problems. Tactical techniques of a dual nature Some techniques, being similar in their manifestation, however, can be used either in "bargaining" or in "joint analysis of the problem with a partner." One such dual technique is "packaging" or "linking", in which several proposals are linked and submitted for consideration in the form of a "package". A “package” within the framework of a bargain involves linking proposals that are attractive to the other side with proposals that are hardly acceptable to it (essentially, a “sale to load”). The party offering the "package" assumes that the partner, being extremely interested in several proposals from this "package", will accept the rest. A different kind of “package” is used in the framework of “joint analysis of the problem with a partner”. It is a linkage of interests with a possible gain for all participants due to the fact that one issue is more important for one side, while the other is more important for the second. Accordingly, large concessions on less significant issues on each side allow both parties to benefit. It should be borne in mind that the possibilities of the “package” within the framework of the “joint analysis of the problem with a partner” are limited, i.e. j. the bulkiness of the "package" can lead to a significant decrease in its effectiveness. “Withdrawal” (a veiled refusal to discuss or accept a proposal) is used in “bargaining” if issues are raised that are currently undesirable for discussion for tactical reasons. Under a "partnership approach" it could be, for example, a request to adjourn for the purpose of holding informal consultations. Less common is the "trial balloon" technique. Its essence is that the proposal is formulated in the form of an idea that does not oblige to anything. The partner is invited to answer the question “what if?”. Often, the opposite side begins to react to this wording as a proposal and discuss the prospects for its implementation. The initiator, with such a formulation of the question, after listening to the partner, has the opportunity to “take back” his proposal without risking losing his reputation. Within the framework of the “partnership approach”, this technique makes it possible to indirectly clarify the position of the partner in order to find a mutually acceptable solution. When “bargaining”, it allows you to receive information from the opposite side, which you can then use for your own purposes.

To establish positive relationships with partners, it is important to adhere to not only the legal framework. One of the secrets of success is negotiating in accordance with established customs and rules. All these norms of business etiquette have been developed over the years. And it is not customary to neglect them among business people and diplomats.

Every person is involved in negotiations from time to time - going to interviews when looking for a job, signing contracts, selling goods or agreeing to provide a service. The task of negotiations is to exchange views and achieve the planned result.

Regardless of the level at which negotiations are conducted, whether it is a discussion of work issues between a boss and a subordinate, a meeting of business partners or even heads of state, business etiquette provides for three main stages of negotiation:

• preparation;
• negotiation process;
• reaching agreement.

Preparation of negotiations

The success of the negotiation process is largely determined by its preparation.

It includes both organizational and content components. Since disputes often arise in everyday life, in business, and in the interstate sphere, the issues of observing etiquette always remain relevant. Violation of established norms entails negative consequences.

In order to avoid mistakes, it should be borne in mind that the etiquette of business meetings and negotiations requires politeness and tact, observance of the dress code, as well as a positive attitude and goodwill from the participants in the negotiations. The host must take the initiative. Starting a conversation, filling in awkward pauses, general leadership of the conversation is her prerogative. Guests should be treated as partners, not enemies.

Determination of place and time

Business etiquette requires that the date and exact time of the negotiations be agreed upon by its participants in advance. Having coordinated them with a partner, you can not be late. This creates a negative image and demonstrates a disrespectful attitude. If for some reason it was not possible to avoid being late, you must apologize.

It is not worth arranging work negotiations early in the morning or late, as well as during the lunch break. The best choice is the first half of the day. In addition, serious business meetings are usually not scheduled in the last weeks of the year, when many are busy summing up work and financial matters. The meeting place, for example, in an informal setting or in an office meeting room, is chosen in such a way that it reflects the overall concept.

Collection and analysis of data necessary for negotiations

Preparing for negotiations requires a comprehensive study of their topic.

According to etiquette, the number of participants in the meeting from each of the parties, as well as their status, should be proportionate. Each delegation should have a head - a person who makes the final decisions.

In the run-up to the meeting, it is worth considering what information materials may be useful, so that important information in printed form is always at hand for each participant. Draft contracts also need to be prepared well in advance.

Drawing up a negotiation plan, setting a goal

The etiquette of business negotiations involves not only the solution of organizational issues, but also the study of the content side.

First of all, it is necessary to carefully select information, identify the main problems and ways to reach agreements. When preparing for a negotiation, it is wise to make a list of the interests of both parties, ranking them from the most important to the least significant.

It is worth choosing the most appropriate option for conducting the negotiation process, as well as a plan of action in case of failure. This increases the chances of further discussion of the problem in the future.

Finally, in the course of preparation, it is necessary to identify problems and try to understand them. For example, it can take a long time to prepare a new deal, but the decision to conclude it must be made quickly and immediately implemented. The plan of a business meeting should cover topical issues as much as possible, not limited to setting the time and place of negotiations.

Negotiation

Conducting business negotiations fits into the following scheme:

1. start of the meeting
2. exchange of information;
3. argumentation and counterargumentation;
4. search and decision making;
5. final part.

The success of this process is determined the ability of interlocutors to ask questions and hear answers and compliance with business etiquette. All participants in the meeting must be accurate, honest, correct and tactful.

Presentation and seating of guests

All members of the host party must gather at the appointed time in the room prepared for the negotiation process. Meeting guests is usually the responsibility of employees not taking part in the event.

The head of the host delegation is the first to greet the audience and introduce himself, then the head of the guest delegation. The host then invites everyone to take their seats. He does it first. The rest of the participants sit down, focusing on the placed signs. Most often, both are located opposite each other, in the center. Representatives of each delegation are placed along their side of the long table.

After all the negotiators have taken their seats, the host leader can start introducing his team. After that, according to business etiquette, the turn goes to the head of the guests.

If there are less than ten participants at the meeting, an exchange takes place. Everyone hands their card to the one who is placed opposite.

Determination of the list of issues and the formation of the agenda

Starting and conducting a conversation is the responsibility of the head of the host. His task is to avoid prolonged pauses that can be misinterpreted as a signal to end the conversation.

According to etiquette, one should not start discussing a problem right off the bat. First, it is customary to exchange phrases on abstract topics. For example, you can note the already existing experience of fruitful cooperation, or at least talk about the weather. And it is better not to touch on such topics as religion, national issues, sports preferences. They can cause controversy. Then the head of the hosts moves on to the main topic of negotiations, can give the floor to other participants, experts.

Business etiquette provides meeting minutes. To do this, use or record on a voice recorder. But for its conduct it is necessary to inform both parties and obtain their approval.

Discussion of controversial issues

Negotiation processes do not always end successfully, the interests of the participants often do not coincide. The parties may not agree on the main topic of discussion or private proposals and theses. In this case, they agree on the next round of negotiations in order to take a break and continue the search for solutions to each problem.

In the event of a controversial issue, etiquette requires that you remain calm.

Completion of negotiations

At the end of the meeting, it is necessary to defuse the atmosphere a little. After the end of the official part of the event, the head of the host may offer to take off their jackets. But the initiative to end the negotiations should remain with the leader of the guests.

Reaching agreements at the meeting

Discussing this or that solution to the problem, the participants in the negotiation process strive to achieve concrete results. Any treaties and agreements can only be adopted within the framework of the so-called negotiating space. These are the acceptable solutions that opponents can agree to.

Agreements can be reached on the basis of the following types of decisions:

• compromise- involving mutual concessions;
• asymmetric- in which the concessions of one side significantly exceed the concessions of opponents;
• fundamentally new- which suits both parties as much as possible.

Summing up the meeting

Business meetings, as a rule, end with the adoption of a decision. Negotiation etiquette requires that it be documented. Authorized representatives of both parties sign the final documents and receive their copies.

At the end of the meeting, it is necessary to draw up written report. It can be sent to partners for approval.

All agreements reached must be respected, regardless of whether they were oral or written. The most important rule of business etiquette is to keep your word.

Analysis of the results of negotiations

Negotiations are considered completed only when their result is fully analyzed, all measures are taken to implement the agreements, and conclusions are drawn that will help prepare for the next events.

The analysis is carried out in order to compare the purpose of negotiations and their end result, to determine those actions that follow from the results.

In order to reach an understanding with, it is important to strictly observe the generally accepted norms of business etiquette, as well as to know the national traits and psychology of behavior. To do this, preparing for the event, you need to get acquainted with the culture of the country where the guests come from.

For example, negotiations with foreign partners from require the most direct dialogue, they perceive hints as dishonesty or uncertainty. In etiquette, silence is often valued more than the spoken word. Therefore, the Japanese leave sentences unsaid until they are sure how the interlocutor will perceive them.

Ministry of Education of the Republic of Belarus

Branch "Vocational and Technical College" of the educational institution "Republican Institute of Vocational Education"

on this topic: " Negotiation Rules»

Completed by: Neverovich E.V.

Checked by: Koyda Y.V.

Introduction

Negotiation Rules: A Step by Step Guide

1 Brief description of the stages and stages of business negotiations

2 Stage of negotiation preparation

3 Stage of the negotiation process

4 Consent stage

5 Negotiation Technique Rules

6 Rules That Help Persuade Your Negotiating Partner

Ten Rules for Negotiating

Negotiation

1 Stages of effective negotiation

3 golden rules of negotiation

9 Rules for Effective Business Negotiations

Interesting

References

Introduction

Every person has to deal with what is commonly called business communication. How to write an official letter or invitation, accept a partner and negotiate with him, resolve a controversial issue and establish mutually beneficial cooperation? All these issues are given great attention in many countries. Business communication is of particular importance for people engaged in business. In many ways, the success of their activities depends on how much they master the science and art of communication. In the West, there are relevant training courses in almost every university and college, and a lot of scientific and popular literature is published.

Unfortunately, in our country for a long time that side of business communication, which is connected with the psychology and technology of conducting business conversations and negotiations, was not paid attention at all, believing that there was nothing to teach here.

Now times have changed. Firstly, the circle of persons connected by the nature of their activities with foreign partners has significantly expanded. To successfully conduct business, they need to know the generally accepted rules and norms of business communication, be able to negotiate and have conversations. Secondly, becoming part of a single business world, we are increasingly transferring the existing general patterns to our reality, demanding civilized communication from our domestic partners.

The psychological aspects of business communication are also very important. The question that business people constantly face is how to build a conversation, negotiations. It is important to understand the general patterns of business communication, which will allow you to analyze the situation, take into account the interests of the partner, and speak a common language. Skill in any business comes with practice, and business communication is no exception.

Everyone needs to be able to negotiate effectively. You are constantly negotiating - at home, at work, in the store... And not only with other people - often you have to negotiate with yourself. In any situation where you are trying to resolve contradictions, iron out differences, resolve conflict, influence people<#"justify">The main problem with proper negotiation is that most people don't quite get the term right. Many would answer that this word describes a successful closing of a deal at the end of a business conversation.

"To negotiate" (negotiate) comes from the Latin "negotiatus", the past participle of the word "negotiari", which means "to conduct business". This initial meaning is crucial in understanding the negotiation process, as you don't just have to agree on a bargain for yourself. Their goal is to continue cooperation with your business partners. Because, of course, it is always possible to agree, but sometimes the methods used lead to the fact that they are unlikely to want to continue cooperation with you.

1. Rules<#"justify">Ardalyon Yakovlevich Kibanov, Doctor of Economics, Professor, Honored Worker of Science of the Russian Federation, Head of the Department of Human Resources Management, State University of Management.

Negotiation is an exchange of views to achieve some goal. In business life, we often enter into negotiations: when applying for a job, when discussing with business partners the terms of a business contract, the terms of the sale of goods, when concluding a lease of premises, etc. Negotiations between business partners take place under equal conditions, while negotiations between a subordinate and management or a director of an organization with representatives of the tax inspectorate take place under unequal conditions.

Negotiations consist of three main stages: negotiation preparation, negotiation process and reaching an agreement.

.1 Brief description of the stages and stages of business negotiations

Negotiation preparation:

· Establishing contact between the parties

· Collection and analysis of information necessary for negotiations

· Development of a negotiation plan

· Formation of an atmosphere of mutual trust

Negotiation process:

· Start of the negotiation process

· Identification of contentious issues and formulation of the agenda

· Disclosure of deep interests of the parties

· Development of options for proposals for agreement

Reaching agreement:

· Identification of options for an agreement

· Final discussion of solutions

· Reaching Formal Consent

1.2 Negotiation preparation stage

Choice of means of negotiation

At this stage, a set of different approaches or procedures for negotiations are identified, the means that will be involved in their implementation; mediators, arbitration, court, etc., contributing to the solution of the problem are determined; approach is chosen for both sides.

Establishing contact between the parties. At this stage:

· contact is established by phone, fax, e-mail;

· a desire to enter into negotiations and coordinate approaches to the problem is revealed;

· relations are established, which are characterized by mutual consent, trust, respect, often mutual sympathy, tune in to the same wave, negotiation interaction develops;

· agree on the mandatory negotiation procedure;

· agree on the involvement of all interested parties in the negotiations.

Collection and analysis of information necessary for negotiations. At this stage:

· relevant information about the people and the merits of the case relevant to the subject of negotiations is identified, collected and analyzed;

· the accuracy of the data is checked;

· the probability of the negative impact of unreliable or inaccessible data is minimized;

· the main interests of all parties involved in the negotiations are identified.

Development of a negotiation plan. At this stage:

· strategies and tactics are determined that can lead the parties to an agreement;

· tactics are identified that correspond to the situation and the specifics of the controversial issues that will be discussed.

Formation of an atmosphere of mutual trust. At this stage:

· psychological preparation is being carried out for participation in negotiations on the main disputable issues;

· conditions are prepared for the perception and understanding of information and the effect of stereotypes is minimized;

· an atmosphere of recognition by the parties of the legitimacy of disputed issues is being formed;

· creates an environment of trust and effective communication.

.3 Stage of the negotiation process

The beginning of the negotiation process is here:

· the negotiators introduce themselves;

· the parties exchange opinions, show good will to listen, share ideas, openly present considerations, desire to negotiate in a peaceful environment;

· a general line of conduct is being built;

· mutual expectations from negotiations are clarified;

· the positions of the parties are formed.

Identification of contentious issues and formulation of the agenda. At this stage:

· the area of ​​negotiations related to the interests of the parties is revealed;

· controversial issues that will be discussed are identified;

· controversial issues are formulated;

· the parties seek to develop an agreement on controversial issues;

· the discussion begins with those controversial issues, the disagreements on which are less serious, and the likelihood of agreement is high;

· active listening to controversial issues with additional information is used.

Disclosure of deep interests of the parties. At this stage:

· disputable issues are studied one by one, and then in a complex, in order to identify the interests, needs and fundamental relations of the negotiations of the negotiators;

· negotiators disclose their interests to each other in detail so that they are perceived by everyone as closely as their own.

Development of options for proposals for agreement. At this stage:

· participants seek to choose an acceptable option from the available assumptions for the agreement, or to formulate new options;

· a review of the needs of all parties is made, in which all disputed issues are linked together;

· criteria are developed or current rules are proposed that can guide the negotiation of the agreement;

· principles for an agreement are formulated;

· disputable issues are consistently resolved: at first, the most complex ones are divided into smaller ones, to which it is easier to give an answer acceptable to the parties;

· solutions are selected both from the proposals submitted by the parties individually, and from those that were developed in the course of a general discussion.

.4 Agreement stage

Identification of options for agreement. At this stage:

· a detailed consideration of the interests of both parties is carried out;

· a connection is established between interests and available options for solving the problem;

· the effectiveness of the chosen solutions is evaluated.

Final discussion of possible solutions. At this stage:

· one of the available options is selected; through concessions by the parties and there is a movement of the parties towards each other;

· a more perfect version is formed based on the selected one;

· there is a process of formulating the final decision;

· the parties are working on the procedure for reaching a basic agreement.

Reaching formal agreement. At this stage:

· consent is reached, which can be presented in the form of a legal document (agreement, contract);

· the process of fulfilling the agreement (contract) is discussed;

· possible ways to overcome probable obstacles in the course of the implementation of the agreement (contract) are being developed;

· a procedure for monitoring its implementation is provided;

· the agreement is given a formalized character and mechanisms of coercion and obligations are developed: guarantees of performance, fairness and impartiality of control.

1.5 Rules of negotiation technique

1.Statements that belittle the partner's personality should be avoided; secular etiquette, courtesy and cultural attitude should be involved. In an extreme form, it is better to break off negotiations (not to make negative assessments).

2.The effectiveness of the dialogue is significantly reduced by statements that flow from the thoughts of the listener himself, without affecting the thoughts or feelings expressed by the interlocutor. What the partner says is not taken into account, his statements are neglected (do not ignore the opinion of the interlocutor).

.The interlocutor asks the partner question after question, obviously trying to find out something without explaining his goals to him. Determine with him the goals and objectives of the negotiations or announce a break for consultation with the management (avoid unpretentious inquiries).

.During the conversation, the interlocutor inserts statements, trying to direct the course of negotiations in the direction he needs (do not make comments during the conversation).

.The interlocutor wants to talk in more detail about something already said that he misunderstood or seems controversial to him. If you incorrectly determined what is the main thing, the speaker has the opportunity to correct you (clarifications are allowed).

.Paraphrasing, transferring what the partner said in his own words in an abbreviated form, highlighting what seemed to the main interlocutor. Paraphrasing may include a new emphasis, generalization or repetition of only those words of the partner that contain the main contradiction or main idea (do not allow paraphrasing).

.The interlocutor is trying to deduce a logical consequence from the partner's statements, but only within the framework that he asked. Otherwise, it goes to ignore. Developing the partner's thought, you can add what the partner was ready to say, but did not say. You can deduce a consequence from the partner’s words, clarify what he had in mind (further development of thoughts).

.Telling your partner about your emotional reaction to his message or about your state in this situation goes well with the paraphrasing technique (do not allow your emotional state).

.Reporting how their current state is perceived goes well with the paraphrasing technique (avoid describing the partner's emotional state).

.Summing up the intermediate results is appropriate after a particularly long replica of the partner (choose the right moment for the behavior of the intermediate results).

.6 Rules that help convince a negotiating partner

1.The order in which arguments are presented affects their persuasiveness. The most convincing is the following order of arguments: strong - medium strength - the strongest (trump card).

2.To get a positive decision on an important issue for you, put it in third place, giving it two short, simple, pleasant questions for the interlocutor, to which he can easily answer.

.Don't push your partner into a corner. Give him a chance to save face.

.The persuasiveness of arguments largely depends on the image and status of the persuasive.

.Don't drive yourself into a corner, don't lower your status.

.Do not belittle the status of a partner.

.We are condescending to the arguments of a partner that is pleasant to us, and with prejudice to the arguments of an unpleasant one.

.Wanting to convince, start not with questions that divide you, but with what you agree with your partner.

.Show empathy - the ability to comprehend the emotional state of another person in the form of empathy.

.Check if you understand your partner correctly.

.Avoid words, actions and inactions that can lead to conflict.

.Watch the facial expressions, gestures and postures of yourself and your partner.

.Show that what you offer corresponds to some of the partner's interests.

2. Ten Rules for Negotiating

Successful negotiation requires understanding and using different approaches and techniques. The secret of the success of the negotiations also lies in the details and the flexibility with which different approaches are applied.

We will look at ten closely related aspects that are not a panacea for all occasions, but reflect the essence of the negotiation process and the tactics used.

The first position is not the most important, but in our opinion, the logical sequence of points should be as follows:

1. Take time to prepare

Given the complexity of the negotiation process, it is not surprising that preparation is indispensable. First of all, it activates the previous experience, and also lays a solid foundation for the upcoming negotiations. In a certain sense, preparation is nothing more than putting into practice the time-tested truth "measure seven times, cut once."

Essentially, preparation may consist of a few minutes of quiet concentration just before the meeting begins. Or it may include several hours of brainstorming about best tactics. All other cases of preparation, probably, are between the two mentioned. Preparation may include rehearsal: the discussion will go according to your scenario if you rehearse the presentation. So:

· do not spare time for preliminary preparation (despite the lack of time, prepare for negotiations in advance);

· correctly select the people needed for preparation (participants in the upcoming negotiations or just those who can help);

· collect and analyze the necessary information (take the basic materials with you to negotiations).

Preliminary preparation does not mean that everything will go exactly according to plan. It will help you adjust and flexibly change your tactics in case of a sudden turn of events. Experience can reduce preparation time, but does not replace it. A famous golfer once said, "The more I practice, the more luck I get." Never neglect preparation, do not spare the time and effort spent on it. Then you will not have to say after the failure of the negotiations: "Now if I ..."

2. Provide clear communication

Along with preliminary preparation, a clear construction of negotiations is the basis for success. Your messages in a difficult situation should be extremely clear. A detailed explanation enhances the quality of the agreement reached. Your clear message:

· promotes understanding: you avoid confusion and consider exactly those issues that are on the agenda; and

· makes a good impression, clarity of presentation creates a feeling of confidence, certainty, and ultimately increases the power of your influence on the course of negotiations.

In addition, a clear organization of the meeting (announcement of the agenda, rules of procedure, etc.) directs the course of negotiations in a certain direction and helps you to play a leading role, which, in turn, contributes to achieving the desired result.

Clarity of communication is achieved in the process of preparation, as well as with experience. This is worth working on. The worst thing is when, after an agreement has been reached, the partners want to terminate it, citing the fact that they "did not quite understand what exactly was discussed." And if you start objecting at this stage, you will never be believed again.

3. Try to look your best

No matter how trite it sounds, but this aspect really affects the outcome of the negotiations. Your appearance should be organic and appropriate to the circumstances. For example, a man should be dressed in a business suit, while in some cases a less formal style is allowed (shirt and tie in a country with a hot climate). Women have a wider choice, but they too must abide by the general principles.

Equally important is the behavior of the negotiators. You can impress a person:

· well-prepared (this will make your position more weighty);

· organized (same effect);

· confident (this will greatly increase the credibility of your words, especially the belief that you did your best);

· well-prepared professionally (you will earn a lot of positive characteristics (experienced expert, knowledgeable, solid) if you do not fuss and lose the thread of the conversation).

Sometimes it makes sense to further enhance this impression. In some cases, even exaggeration is permissible. Of course, words carry a lot of weight; but many inferences are made on the basis of visual cues, and this should be used.

4. Respect your partner

Negotiations contain an element of confrontation, and each participant in the process is aware of this. Although sometimes it is necessary to take a hard line, be firm and insist, it is still desirable that the discussion process takes place in an atmosphere of courtesy.

Show that you understand the point of view of other people, that you are interested in their position, write down the details that are important to them and refer to them when discussing. Be prepared to apologize, flatter a little, ask for opinions, and be respectful (perhaps without feeling deep respect for the other person).

In addition to the usual polite behavior in difficult situations, showing respect for your partner will strengthen your position. If you take a hard line, there is a danger that it will be perceived as a sharp attack, and you will automatically be rebuffed. If rather stringent demands come from a person who respects other participants and their positions, then it is quite likely that they will be taken seriously, considered and (possibly) agreed upon.

5. Set high goals

It is no coincidence that the author included in this list some of the techniques described above (especially in Chapter 5, "The Pinnacle of Mastery") - they are undoubtedly very important. The technique mentioned below, in fact, determines the choice of approach to negotiation. Set high goals for success. During the preliminary preparation, determine your main goals. Think about the best outcome of the meeting and move towards the intended goal. Keep in mind that there are quite a lot of variables. Let the agreement reached include mutually acceptable values ​​of these variables.

Negotiators express conflicting opinions and agree to compromise options, but one should not start with low demands. Bargaining usually starts from the top mark; in the course of bargaining, you can give in a little, reducing your profit. But it is very difficult to increase the value of the initial offer. When negotiations are already underway, you cannot revise your initial position. Therefore, starting with what you want to achieve is a prerequisite for success in negotiations.

6. Agree on a package of conditions

Following this rule, you should negotiate terms as a package, not individually. By negotiating terms one at a time, you lose some bargaining power because many terms in the package are fixed (non-negotiable). A single condition may seem easy and simple. You gladly agree to it, and then you are offered an item on which you would like to trade, but you no longer have variables to trade.

The principle is simple. Find out the full list of what the other side wants to agree on. In the future, do not allow part of the conditions (perhaps important) to be "knocked out by aimed fire" and agreed separately in order to start discussing the most important conditions at a stage when room for maneuver is limited.

7. Look for variables to bargain

Make a list of variables during pre-training, prioritize. Even with the most careful approach to defining variables, you can miss something. Remember that everything can become a subject of bargaining, any condition is potentially variable (including those conditions that are called fixed by one side or another). You may declare an item non-negotiable and then decide that it's better for you to concede a little.

Find out what your partner's words about the impossibility of changing conditions really mean. You will have to ask questions, call your partner for frankness. The search for prioritized bargaining variables must continue throughout the negotiation process. When a more compromise approach is required of a negotiator, he may have to admit that conditions he hoped to keep unchanged are now becoming variables (and some variables may vary over a much wider range than first thought).

Be careful, look for bargaining variables and treat all conditions as potential variables.

8. Flexibly apply common approaches

Negotiation success does not come from clever tricks or a show of force. The path to a mutually acceptable result lies through the coordination of many details. Keep this in mind when negotiating, as things get more complicated as new issues are discussed. You can influence the decision in hundreds of different ways, but your choice must be appropriate to the place and time.

An experienced negotiator has a range of approaches at his disposal and applies them in the best possible way. But that doesn't mean you have to turn a hail of different techniques to the other side. Use them with surgical precision. Sometimes it is better to remain silent, and sometimes it is worth demonstrating the determination of your intentions.

Don't let negotiations run on autopilot. Every movement should be filled with meaning; it's about what you do and how you do it. Existing approaches and techniques should work for you; true mastery is acquired only through prolonged practice. Only your experience will tell you how best to behave with this partner at a particular moment in time.

9. Manage and control the process

Managing the negotiation process is a critical task. A situation is possible when you, concentrating on particular issues that require urgent solutions, lose control over the overall course of the negotiations.

Do your best to take a half step back and take in the “big perspective”. In particular:

· take notes;

· regularly sum up and always summarize the agreements reached if you feel that they are trying to bypass you (and there is no need to explain why you are doing this every time!);

· keep as much of the big picture as possible in view;

· do not lose sight of your goals and desired results;

· be ready to respond adequately at a critical moment (for example, take a break and assess the situation), without thinking about how it will look (practice shows that such actions rather increase the level of trust in the negotiator).

If you consciously adhere to this approach, take useful notes and learn useful skills, then your level of competence increases.

10. Be alert

Don't relax for a second! Even if everything goes well, events unfold exactly according to your plan, one agreement follows another - beware. Constantly analyze what is contained between the lines of each message; do not assume that events will invariably develop in your favor. If you take anything for granted, it is only the fact that around every corner you are in danger, change or surprise. Get ready to meet them.

Remember that both parties are doing their best to achieve their goals. Each negotiator can play a complex game; everyone can miss their chance. Vigilance never hurts. Otherwise, a moment will come when a small surprise will derail an agreement that seemed to be practically concluded.

Recall the words of Lord Hore-Belish, a recognized master of negotiation: "When someone tells me that he is going to put all his cards on the table, I keep my eyes on his sleeve." This is good advice for anyone who wants to successfully negotiate. Another statement about the conclusion of the contract belongs to the famous economist Fulton Sheen (J. FultonSheen): "Large print draws attention to the bait, small print masks the hook."

As mentioned above, these ten points do not detract from the significance of the remaining rules. Remember that successful negotiations are the result of the successful combination of many details. The first steps to success are an understanding of the principles and the ability to apply the basic approaches to negotiation in practice. Based on the basic knowledge, you gain your own experience, benefiting from each discussion for future negotiations.

3. Negotiation

You get a job or try to negotiate a price with a taxi driver. Two lawyers are trying to solve a contentious case on the division of property of clients. A group of trading companies share the sales market. A city official meets with representatives of municipal transport in order to prevent a strike. All these are negotiations. Although all life consists of continuous negotiations, few people know how to conduct them “professionally”. So what is this - negotiations? What are they made of? What are the rules for preparing for negotiations?

Like the whole thing, any negotiations have their own internal structure - the stages of conducting:

·Planning

· Establishing contact

· Definition of "rules of the game"

Partner rating

· Scenario Development

· Trading. concessions

· Completion of negotiations.

Those who are familiar with sales techniques may exclaim that the stages of negotiation almost completely coincide with the stages of sales. And he will make the wrong conclusion: "Any negotiations come down to a sale." It would be more correct to say that a sale is a kind of negotiation.

The main difference between negotiations and sales is goals. In selling, the main goal is to sell a product. The seller may slightly change his offer, but the goal remains the same - a simple "yes" to the offer to buy the goods.

Negotiations, on the other hand, involve two people discussing the subject together. In the course of the discussion, the goals can change depending on what the other side has to say. Therefore, the negotiator should have not one task set for himself, but several, which will allow him to maneuver and achieve success.

.1 Stages of effective negotiation

Negotiation Planning

At this stage, the most important thing is to formulate your goals for yourself. Without a clear goal, the discussion will very quickly go sideways, thanks to the distraction of the opposite side, shifting the focus from the main topic of the discussion to the secondary ones. Therefore, the negotiator must define his goals in advance, dividing them into three groups:

· Perspective goals.

Possible targets.

· Required Goals.

Long-term goals are those that you ideally want to achieve.

Likely goals are less achievable, but still very desirable.

Mandatory goals are those that must be achieved anyway.

At this stage of the negotiations, it is also very important to analyze the possible concessions of the opposite side, as well as to prepare responses to possible objections.

Establishing contact is creating an atmosphere of trust.

On this topic, you can talk a lot and for a long time. I want to talk about one of the main qualities - the ability to empathize.

Empathy - the ability to understand and accept the "inner world" of the interlocutor. The ability to empathize is the ability to see the world through the eyes of the interlocutor. If a negotiator is able to sincerely empathize, then he will be able to create an atmosphere in which the opponent has the impression that he is understood and sympathized with.

If you develop such a quality as the ability to empathize, you will be able to convince others, and the likelihood of your personal success will be very high.

Definition of "rules of the game"

Before taking any steps, you need to agree with the interlocutor on how your negotiations will take place: in what form, what will follow what and, most importantly, what criteria will be used and who will set them.

This stage will set the tone for all negotiations, and in case of any misunderstandings or, moreover, a conflict, be sure to stop all conversations and return to pronouncing the “rules of the game” that you have established.

Partner rating

At this stage of negotiations, it is important to determine the key needs and starting position of the opposite side, to probe what concessions he can make.

The main tool at this stage is the technique of asking open questions and the ability to listen.

All questions can be conditionally divided into two groups: open and closed. Open-ended questions effectively stimulate discussion and require detailed responses. Closed questions (requiring one-word answers) worsen negotiations, leading to an aggressive and negative reaction.

Pre-prepared questions will help you gather a lot of information about the opponent's needs, his value system and understand what concessions he is ready to make.

Scenario Development

If you capture the negotiations on video, you get a movie. The actors in this film will be the negotiators themselves. Like any other, our film has a script. Such a scenario is called negotiation.

The task of the negotiator is to develop several scenarios for future negotiations even before the conversation begins. While establishing contact and evaluating an opponent, you must make a choice of scenario, and at this stage run it.

Trading.

concessions

This stage is often referred to as the "big IF" For example: "If you agree with X, then I will agree with Y." Following the “if…then…” method, both parties move along the path of compromises to a final agreement. With this tactic, the parties feel that both parties win. This is the ability to make concessions. If your interlocutor during the negotiations offered you a concession, then he expects the same actions from you - this is the main condition of the negotiations.

Completion of negotiations

When all issues are resolved, summarize the items you have reached agreement on and close the deal. In all negotiations, the practice of confirming all the details in writing in order to avoid any misunderstandings and the possibility of hearing the phrase: “Yes, there is one more small detail ...” has proven itself well.

4. 3 golden rules of negotiation

business negotiation communication behavior

1. Start Negotiations First

Always try to initiate the negotiation process first, as whoever controls the start often controls the end. If you allow the other party to start negotiations, you will hand over control to them and, most likely, you will not even notice how this happened. For example, when you ask someone what their allocated budget is, you give them the right to start negotiations. You end up spending your time chasing his amounts instead of finding the best solution.

When Grant sits down for negotiations, which will include the topic of discussing money, sometimes he even interrupts the other side in order not to let her take over the situation and direct the conversation in the direction they need. It sounds strange, but it is a very important point. You should be the one to start this deal.

Once, he had a client who wanted to offer his terms in advance. To which Grant replied that he appreciated his willingness to immediately tell what exactly he could do, but he would be grateful to him if he gave him the opportunity to also show the prepared information. And so that after that he would report if such conditions do not suit him. This allowed Grant to take control into his own hands.

2. Always negotiate in writing

Grant is familiar with many salespeople who have sat down to discuss terms and conditions without a written agreement. But the purpose of negotiation is to reach a written agreement, not to waste time on empty talk. From the moment the proposal is voiced, the client must have a document that includes all the clauses of the agreement. It becomes a reality for the prospective client.

If you first negotiate and only at the end sit down to draw up an agreement in writing, you will waste extra time. If you make changes during negotiations to an already drawn up contract, you can offer a ready-made document for signature after immediately after you come to a general agreement.

3. Always stay calm

During negotiations, the atmosphere can be filled with a huge number of different emotions that follow each other depending on the situation. Experienced negotiators know how to keep their cool, thereby managing the situation and offering various reasonable solutions, while the rest of the participants can be immersed in their turbulent and often useless emotions that only hinder progress. Crying, aggression, anger, increased intonation will certainly help you blow off steam and feel better, but they will in no way lead you to a successful conclusion to the negotiations.

When the atmosphere is heated to the limit and everyone is giving free rein to their emotions, remain calm and use logic in order to offer a reasonable way out of the current situation.

These were tips from Grant Cardona. Well, we want to remind you of a few more human rules of good taste - respect your partner and do not try to deceive him. Mutual respect is very important, as falsehood is immediately felt. The deal must be beneficial for both parties, otherwise it is no longer negotiations, but coercion.

5. 9 Rules for Effective Business Negotiations

Before the meeting, clearly formulate for yourself the purpose of the negotiations. Sometimes it can be presented in three versions: in the form of the most desirable, acceptable and undesirable outcome of the negotiations. It is optimal to think over the strategy of your behavior in each of these cases.

When formulating a goal, proceed not only from your own interests. Constantly put yourself in the shoes of a negotiating partner. Achieving your goal should be beneficial for him as well. Ideally, if you have a lot of arguments to prove it.

Schedule appointments in a decent location. Don't have an office? Make it a good coffee shop. Strange, but often this rule is neglected. The place where you propose to meet already characterizes you.

Think over your wardrobe. Your appearance will dictate the attitude of the interlocutor towards you. And not only in the first minutes, but, rather, in the future. If you are not versed in fashion, then do not seek to impress. Dress simply and neatly, in what you feel comfortable in.

If you know how to dress, then you can play with the appearance. One of my acquaintances, a leading specialist in an advertising agency, sometimes comes to negotiations very colorfully dressed, in youth style, with some kind of cheerful canvas bag, in a funny hat. But at the same time, he has a watch worth 10 thousand dollars on his hand, and a Vertu phone on the table. And, importantly, he presents himself as a respectable, confident person and businessman.

This combination allows you to achieve interesting results. The interlocutor breaks the pattern, and in the first half of the conversation he tries to understand with whom he is talking in terms of social role. Often this allows my friend to “shove through” the agreements he needs faster and more efficiently. But, it must be said that the use of such a method is the highest mathematics of the negotiation process.

Maintain a positive attitude from the beginning to the end of the meeting. Believe me, this dramatically increases the likelihood of a positive outcome for you negotiations. Smile. Not forcefully, of course, but sincerely. If you are afraid and worried, then try to translate these feelings into drive and excitement, into a sparkle in your eyes. Just don't overdo it so you don't pass for someone who's a little crazy.

At the beginning of the conversation, give the interlocutor a business card and tell about yourself and your company. Short but clear. Thereafter…

. …smoothly move on to why you wanted to have this meeting. Formulate your thoughts as precisely and concisely as possible. If intelligibility is not your forte, then think over and prepare some kind of summary in advance.

It is surprising how often inexperienced negotiators neglect the last two recommendations. Sometimes you sit like this with some young man who energetically asked for a meeting, and it is clear that it is very important for him to talk with you. But who he is is unclear from vague explanations. And even more so it is not clear what he wants. Minute after minute passes, and he is worried, confused, walking in circles and never getting to the point.

In such cases, I take the bull by the horns and start asking clarifying questions myself in order to save time: who are you, what is the subject of our meeting, how do you see the optimal outcome of our negotiations, etc. The interlocutor calms down, gives me the leading role and goes on the way I lead him. Usually, a couple of minutes is enough to get to the point. Meanwhile, in any negotiations it is better if you direct the conversation, and not your interlocutor. This indicates your strength and self-confidence, and these qualities always command respect.

Remember that failure to clearly explain what you want is a real chance to get one answer to your proposals - "no".

Don't drag out negotiations. Keep the conversation short.

Concluding the conversation, clearly formulate and voice the resume. Like: "... so we agreed on this and that, I will send you such and such documents and call you on Friday ...". Negotiations should have a clear result.

6. Interesting

How to reach a mutually beneficial negotiation agreement

Excerpted from "Getting to Yes", Fisher, R, and Urey. W., the Harvard Negotiation Project

1. Clearly separate your attitude towards people and your attitude to business

· Be firm on business principles, but soft on people.

· Study the trade from the point of view of your opponents

· Build your offer according to their value system

2. Focus on common values ​​and interests, not on the positions of the parties

· The value system determines the outcome of negotiations

· Each side has many interests - clearly define yours and find out their interests

3. If negotiations stall, brainstorm for the greater good

·Think creatively<#"justify">4. Use objective criteria to make a decision

· Don't give in to pressure, make a deal with principles

· Decide together which standards and procedures are fair

· Discuss controversial issues in a spirit of cooperation.

The dumber the smarter - pretend you don't know anything

Socrates used this method 2300 years ago. He feigned ignorance to encourage others to make their point as fully as possible.

Today, many of the wisest and most successful people on the planet have mastered and use this method to great effect, whether intentionally or unintentionally. People who try to impress with their intelligence are not really very smart. Really smart people know that by pretending not to understand and having the other side explain the same things over and over again, they can better understand the other person and better prepare their answer, since they will have more time to do it.

Use the 80/20 principle

Don't forget that according to the 80/20 principle<#"justify">Recommendations from The Complete Murphy's Laws

Eddie's first law of business: Never sit down to negotiate before 10:00 am or after 4:00 pm. In the first case, it will give the impression that the subject of negotiations is too important for you, and in the second - that you have already lost all hope.

Truman's Law: If you can't convince them, confuse them.

Helga's Rule: First say no, then negotiate.

The art and skill of selling

Regardless of what you do, regardless of your ability to sell<#"justify">References

1.#"justify">2. #"justify">. #"justify">. #"justify">. http://www.akviloncenter.ru/books/peregov.htm

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