The art of negotiation: How to prepare for an important meeting. · monitor the progress of the conversation and the behavior of the partner, restore contact if it is broken. Tactical techniques: examples of dialogues

The ability to negotiate and find a compromise solution even in the most difficult situation is a unique skill. This skill is extremely important when running a business. How to negotiate correctly? How can you ensure that this skill helps you achieve success? This will be discussed in this article.

Types of negotiations

Let's take a closer look at this. All negotiations can be roughly divided into two types:

1. Competitive: the goal pursued by participants during such conversations is to achieve victory at any cost. The result of such a business meeting is often a conflict situation between the parties.
2. Partnership: the goal is to achieve mutual agreement that satisfies the interests of all participants in the process.

There is no exact advice on how to negotiate correctly. Everyone chooses their own method. In practice, most often you can find a combination of competitive and partner forms of business conversation.

Competitive negotiations are characterized by a tense atmosphere. The task of each party is to obtain its own benefit, without taking into account the interests of the opposite party. To achieve a positive result in such a situation, you must adhere to the following recommendations:

1. Try not to completely reveal the essence of your proposal at the beginning of the meeting. Otherwise, the opposite side will immediately receive the maximum set of information. It is also necessary to ensure that the topic of the conversation does not change.
2. If you are forced to make concessions, try to make them as little as possible.
3. If a conflict situation develops, maintain your dignity. The basic rules of business communication should be followed. To defuse the situation, try moving the conversation to another topic.

Preparatory stage

To understand how to properly negotiate cooperation, you need to know about the main features of this process.

On initial stage collection and provision of the maximum complete information. As a result, both parties can reach beneficial solutions. When conducting partnership negotiations, you should initially be prepared to make concessions.

Start by establishing what goals you want to achieve through these conversations. They must be commensurate and achievable. You must clearly understand what you want to get from your opponent. Before the meeting begins, it is worth exploring the needs of the other party. Based on the information received, you will be able to formulate your proposals. They should be as realistic as possible. If both sides are willing to make some concessions, achieving a result will become much easier. But if one of the negotiators begins to conduct a conversation in the form of competitive negotiations, then the development of a conflict situation is more likely. the main task The negotiator in this case is to improve relations.

After each side has formed its opinion about the opponent, you can begin to put forward specific proposals. If you decide to make concessions, you need to not only offer something, but also get a return. The exchange performed must be equal.

Reaching a compromise

Once the basic information has been exchanged, you can get straight to the point. It should be borne in mind that the more you ask during negotiations, the more you will receive, the less you offer, the less you will lose. When putting forward your proposal, try to be as precise as possible in your wording. Avoid rough estimates. Your opponent may interpret ambiguity against you.

Similarly, it is worth negotiating with the opposite party when an offer comes from them. You should have a clear understanding of what they offer. Feel free to ask questions. They will help you understand whether the proposed option meets your goals.

Sign language

How to conduct business negotiations correctly? If the meeting is in an informal setting, try to use open postures and maintain eye contact with your interlocutor. You should not sit with your legs crossed and your arms crossed.

Think about your speech before negotiations. You should not use words and expressions that may irritate your opponents. Also try to refrain from sarcastic remarks that disparage the opposing negotiator. If the conversation starts to go in a different direction, try to regain the attention of the people present at the meeting. You can ask them to voice their position. In some cases, this technique helps to achieve a compromise.

Active listening

Many aspiring entrepreneurs are interested in how to negotiate with a client correctly. IN in this case The tactic of “active listening” helps a lot. It allows you to avoid unpleasant situations or painful reactions from the opposite side. Active listening tactics improve communication skills. If you have to negotiate frequently, it will be very useful.

1. Listen carefully to your interlocutor. You can think about your answer later.
2. Show your interest with gestures, for example, you can nod your head to let your opponent know that you can hear him.
3. Demonstrate perception of information. To do this, you can voice the essence of what was said.
4. Try to put yourself in the position of your interlocutor. Try to put yourself in his place and assess the situation through his eyes.
5. Ask your interlocutor questions and clarify information.
6. Pauses in conversation should not scare you. A break of 2-3 minutes will give you the opportunity to collect your thoughts and approach the next question. If you need a longer break, take it. In some cases, 10-15 minutes can save the situation. This is especially true for meetings held in difficult psychological conditions. A break will help you regain your balance and moral energy. In addition, it will provide an opportunity to assess the situation from the outside.

How can you understand during a meeting that you and your opponent are coming to an agreement? Watch for verbal cues given by the other party. These words could be "perhaps" or "perhaps". In most cases, this is a sign that an agreement will be reached soon.

Negotiations by phone

There are situations when a personal meeting is impossible for a number of reasons. Then the problem has to be solved remotely. How to negotiate over the phone correctly to achieve the desired result? Large-scale transactions are usually not concluded over the phone. But it is quite possible to reach a preliminary agreement in this way.

When conducting telephone conversations, you must adhere to the following recommendations:

1. It is recommended to thoroughly prepare for the dialogue and make a reminder. The lack of visual contact in this case is an advantage, since you do not have to be embarrassed by the cheat sheet.
2. Immediately state the purpose of your call. If during a personal visit there may be several of them, then in a telephone conversation there is usually one goal.
3. It is not necessary to immediately ask to invite the director or the employee responsible for a certain issue. You can use a workaround. Just ask who you can realistically discuss this task with, and the secretary will switch you to the right person.
4. Determiners of the needs of your interlocutor. Feel free to ask clarifying questions about plans and interests. Interest can be increased with just a couple of sentences.
5. Give a short presentation of your proposal. Try to keep it to a few minutes.
6. Practice your response to your interlocutor’s objections. If they relate generally to the product or service being offered, explain how your proposal solves a particular problem.
7. End the call. If the conversation went well, then at this stage you should agree on the next action. For example, about a meeting to discuss details.

Business negotiations

Any entrepreneur needs to know the basics of dialogue. A competent businessman must know how to properly negotiate with suppliers. Without the ability to find a common language with partners, you cannot become a business tycoon. The basis of any contacts is personal communication. None telephone conversations And emails he will not be replaced. When negotiating, it is better to behave confidently and at ease. You should not flirt or be overly polite with your business partner. Always remember the purpose of the meeting. A business conversation does not tolerate understatement: try to formulate your thoughts specifically and intelligibly. At the same time, listen carefully to counter-offers. Knowing how to conduct a conversation in this way will demonstrate your experience and knowledge.

Dialogue with the customer

This is a special type of business conversation. How to negotiate with a customer correctly so that your cooperation becomes mutually beneficial? Be sure to ask about the client's needs. If you raise topics that are irrelevant to him, the customer will quickly lose interest in the conversation. Ask your interlocutor counter questions. This will emphasize your involvement in the business process. It is also recommended to emphasize your experience in a particular area. Can you give examples of already completed orders?

Conversations with terrorists

For residents of large cities, terrorism has become one of the main phobias. Often Act of terrorism accompanied by hostage taking. A lot depends on how you behave in such a situation. How to negotiate with terrorists? The main advice that experts give is to try to be in a calm state. Fulfill all the demands of the invaders.

In a crisis situation, a phenomenon called Stockholm syndrome is often observed. This term refers to the emergence of sympathy among victims towards terrorists. The general tension in the current situation forces people to become closer. After all, terrorists also value their own lives. Remember this, but continue to express your willingness to submit. Don't try to bargain. After all, you don’t know in detail all the motives of the criminals. Only intelligence officers know how to conduct operational negotiations correctly. Examples of such situations show that only by following the basic recommendations of psychologists can one count on a successful resolution of the problem.

The main ones:

1. Don't say "yes" after the first offer. If you rush to answer, your interlocutor may have a negative reaction.
2. Ask for more than you hope to receive. Many psychologists, speaking about how to properly negotiate cooperation, suggest using this technique. It increases your chances of reaping benefits and allows you to create space for business conversations.
3. Show a willingness to change your conditions if necessary. Consider all sides of the issue under discussion, but do not rush to make concessions. Try to take into account the interests of your interlocutor and analyze them.

Conclusion

In this review, we looked at how to negotiate correctly. The tips and recommendations presented will allow you to get the maximum result when conducting a conversation in various situations.

Negotiations are a duel. Negotiations are a fight without weapons. Negotiations are an elegant fencing with words and arguments. The financial position, income and future of the company often depend on their outcome. How to learn how to negotiate correctly, use psychological techniques and business techniques - read in the new article on our blog.

• to push through your decision;
• to get benefits and goodies from partners or investors;
• to justify yourself before those in power;
• to find a compromise.

We warn you in advance: we are only talking about those negotiations in which both sides have different opinions and are to some extent rivals. Otherwise, it will just be friendly get-togethers.

What are negotiations like?

There are basically two main types: competitive and affiliate.

1. Competitive negotiations - the parties are aimed at winning, everyone wants to remain a winner and make a profit ( good conditions, guarantees, agreements). In this case, the compromise is considered a “draw” and is not particularly needed.
2. Partnership - both parties are friendly and agree to compromise. They are ready to sacrifice small benefits in order to ultimately reach a peaceful agreement.

Negotiation styles are also divided:

• authoritarian - clear, daring, sharp as a bullet. This is how bosses often communicate with subordinates, and stronger partners with outsiders;
• democratic - participants communicate on equal terms, like partners;
• informal is more of an informal conversation without strict regulations.

Depending on what underlies the subject of negotiations, the conversation style will be chosen. If you need money for construction or a startup, most likely the contracts will be partnership ones. The tax office came to the individual entrepreneur with an inspection - perhaps the authorities will behave authoritarianly. Two dudes from competing organizations met, liked each other, grabbed a beer - and an informal conversation began. Most often, styles are mixed, and here it is up to you to choose which one is more appropriate and effective.

Stages of negotiations

Stage 1. Preparation

1. Select the date and location of the negotiations. Psychologists say that it is better to meet in the first half of the day - when your interlocutor, and you yourself, have not yet had time to load your head with current affairs. The location is also very important - the outcome of the negotiations may depend on what territory you will meet on. It is known that houses and walls help - if possible, try to hold important meetings in your office. And if there is no office yet - in a place where you feel most comfortable (favorite cafe, lobby, etc.)
2. Get mentally ready: calm down, concentrate, grow your zen to your knees or below. Let nothing be able to unsettle you. If on the eve of the appointed date an unpleasant event occurred for you (failure, breakup, death), reschedule the meeting.
3. Write down the main ideas and thoughts that you are going to convey to your interlocutor. Work through possible objections and think about how to respond to them. Model different situations, different channels in which negotiations can go, and options for different outcomes.

Stage 2. Monologues and sentences

At this stage, everything usually goes smoothly: the parties to the negotiations position their opinions and intentions. Here it is important to present your arguments as clearly as possible, without slipping into unnecessary reasoning and saving the interlocutor’s time. Then comes the time for the most important thing - voice your proposal, supporting it with arguments. Then, in turn, listen carefully to the other. It is better to write down the key points to discuss at the next stage.

For example, you came to negotiate so that the rent for your office space does not increase. Tell me why this is so - average price according to the market is n rubles, but you offer a higher price.

Stage 3. Discussion and bargaining

The most difficult and intense stage of negotiations, where spears break, collapse, or, conversely, hopes and prospects appear. It can drag on for half a day, especially if the goals and objectives of the parties are radically opposite. Or if we're talking about about big money. If you are conducting competitive negotiations, try to make as few concessions as possible and inform your interlocutor about your plans. Remember that anything said can be used against you.

We continue to talk about reducing rents. When discussing, don’t just ask to reduce the price - offer something profitable in return. For example, pay with part of your products, or make repairs to the premises. If you reduce the fee, we will do the repairs - this is what your words should sound like.

In partner negotiations, everything is simpler: both interlocutors are aimed at a compromise - accordingly, it will be easier to find one. It is also unprofitable for the landlord to lose a tenant - it is not known when another one will be found, so there is a high chance that he will make concessions to you. Conflicts during partnership negotiations are practically impossible - the conversation proceeds in a peaceful direction. You are discussing, not pushing, everyone’s position.

Stage 4. Decision making.

It is finally decided how the negotiations will end. May lead to compromise or breakup. The ideal option is to sign an agreement. Verbal promises are also a good thing, but it is better to consolidate the meeting on a documentary level.

After negotiations, we advise you to contact your interlocutor again. If the meeting was successful, thank and outline the main points and agreements. This is necessary to make sure that you have understood everything correctly.

If the negotiations fail, write anyway and thank them. Express your hope that this is not your last meeting, and that next time the dialogue may proceed in a more positive manner.

Rules of Negotiation

1. Set realistic goals. Let's say you have a startup and you are meeting with a potential investor. Don't expect to get a million dollars - who will give you that much? Assess your investor's capital, guess how much he will be able to invest (if at all) in your business. Set a maximum goal of getting a million rubles. And the minimum task - if he gives 500 thousand, that will be enough. But still better than nothing.

2. At the same time, always ask for more. An old trick: if you want to ask your boss for a salary increase of 10 thousand, feel free to ask for 20, and he will breathe a sigh of relief and agree to exactly those 10. The same is true in negotiations: ask for more than the maximum, and perhaps you will get that same maximum.

3. Start with easy topics - this is what psychologists advise. It will be easier for your interlocutor to agree with you, and the situation will be defused. If you feel mutual affection, great. Thousands of transactions were made thanks to spontaneous personal sympathy. And then move on to the most important thing - the main subject of conversation.

4. Don't get carried away by the authoritarian style. Even if you are the boss and your interlocutor is an inexperienced subordinate, maintain democratic communication. First of all, it's popular now. Secondly, this way you will not turn your partner against you (we remember that one won battle is not yet a won war? And if you managed to win these negotiations, it is unknown what will happen next. Therefore, it is better not to spoil relations with partners and competitors ).

5. Study your interlocutor. Read an interview with him, find mutual friends, use word of mouth to the fullest. Reveal his strengths and weak sides, do an analysis of his financial situation. Find out his needs: maybe he has been building houses all his life, and before retirement he wants to release a memoir or invest in a young creative brand. Play on these feelings, offer exactly what he wants.

6. Use precise numbers. It doesn't matter what the topic of negotiations is. Whether you are looking for a partner, agreeing on joint cooperation or trying to find a sponsor, always provide accurate information. Business people do not like approximate calculations; they want to understand how much money they will have to spend and when they will pay back. All. Believe me, you and your interests are of little importance to anyone, the main thing is money. As they say, nothing personal - just business.

For example, you came up with a startup and are looking for a sponsor. Don’t say, “Well, I think the idea should roughly pay off in about six months.” What the kindergarten! Bring a business plan with you and clearly, in detail, describe all investments: yours and the investor’s, expectations for payback, expected profit and margin.

7. Ask questions. Negotiations are a thing where every word matters. If you and your interlocutor work in different areas, different ages or mentalities - you may misunderstand each other. Therefore, listen carefully and ask guiding questions:

• “Tell me more about this”;
• “What do you think about this?”;
• “What would you like to hear from me?”

Ask again. If something is unclear, do not be afraid to ask: this way there will be no false illusions and expectations. Maybe your interlocutor was joking or you were wishful thinking.

Example:

• Yes, of course, we will work together. Some day.
• Please let us know when we start work.

8. Record and document. This will be useful to ensure that there is no ambiguity. Insist on drawing up an agreement - involve a lawyer and carefully study each of its clauses.

9. Never make excuses - do not show your interlocutor that you are weaker than him. Even if it's true. Even if you are not the one dictating the terms and are in an unequal position. Even if your interlocutor communicates in an authoritarian style. And if you have to explain something - for example, why exactly your startup deserves investment - behave with restraint, with dignity, and don’t fuss. You are an equal partner, not a whipping boy.

Example:

• Well, come on, tell me what you have there.
• I have a business there that will bring you millions if you listen to me carefully now.

10. Avoid conflict. Suppose the interlocutor adheres to a tough style and provokes conflict in every possible way. Don’t give him this joy: direct the conversation in a constructive direction.

Example:

• What are you telling me here? It’s too small to argue with elders.
• Please explain what you mean. I'm not arguing, but giving you reasonable arguments.

11. Take a time out. If the conversation is difficult, disagreements arise, it is better to go for a smoke break or drink a cup of coffee. By doing this you will defuse the atmosphere, and at the same time you will think about how to build a dialogue further.

12. Don't be intrusive. Give the person the right to think. Remember that he is also afraid of risks, afraid of losing investments. If you followed all our rules and were precise and convincing, rest assured that the interlocutor heard you. Just give him time - he will make some decision sooner or later.

13. And most importantly, keep your promises. If you promised to make a million in six months/bring the business to break even/hire an employee in a month—do it.

The main mistakes in negotiations

1. You are nervous and fidgety. The enemy feels like he’s winning—and that’s how it is.
2. You don’t set a goal - you don’t know what you want to achieve as a result of the negotiations.
3. You don’t know anything about your interlocutor - it’s the same as not studying your target audience.
4. You are provoking conflict. The times of the 90s are long gone, now even disagreements are resolved in a civilized manner.
5. You are bored and want to finish quickly - then why did you even come?

Our advice: use not only numbers and facts, but also knowledge of psychology. Tune in to your interlocutor, study him - and the chances of a successful result will increase significantly. And remember: forewarned is forearmed!

Ministry of Education of the Republic of Belarus

Branch "Vocational College" of the educational institution "Republican Institute vocational education»

on this topic: " Rules of Negotiation»

Completed by: Neverovich E.V.

Checked by: Koida Yu.V.

Introduction

Rules for negotiations: step by step guide

1 a brief description of stages and phases business negotiations

2 Stage of preparation of negotiations

3 Stage of the negotiation process

4 Consensus stage

5 Rules for negotiation techniques

6 Rules that help convince your negotiating partner

Ten rules of negotiation

Negotiation

1 Stages of effective negotiations

3 golden rules of negotiation

9 rules for conducting effective business negotiations

Interesting

References

Introduction

Every person has to deal with what is commonly called business communication. How to correctly compose 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. Special meaning business conversation has for people engaged in business. The success of their activities largely depends on their mastery of science and the art of communication. In the West, there are corresponding 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, the side of business communication that is associated with the psychology and technology of conducting business conversations and negotiations was not given any 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 expanded significantly. To successfully conduct business, they need to know the generally accepted rules and norms of business communication, and be able to conduct negotiations and conversations. Secondly, by becoming part of a single business world, we are increasingly transferring existing general patterns on 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 and negotiation. 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 your partner, and speak a common language. Mastery in any business comes with practice, and business communication is no exception.

Absolutely everyone should be able to negotiate effectively. You constantly negotiate - 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, smooth out differences, resolve conflict, influence people<#"justify">The main problem with proper negotiation is that most people do not understand the term correctly. Many would answer that this word describes the successful closing of a deal at the end of a business conversation.

Negotiate comes from the Latin negotiatus, the past participle of negotiari, which means to conduct business. This initial meaning is critical to understanding the negotiation process, so that you don't just have to negotiate a deal that's good for you. Their goal is to continue cooperation with your business partners. Because, of course, it is always possible to come to an agreement, 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 Scientist of the Russian Federation, Head of the Department of Personnel Management State University management.

Negotiations are an exchange of opinions to achieve some goal. In business life, we often enter into negotiations: when applying for a job, when discussing conditions with business partners economic contract, conditions of purchase and sale of goods, when concluding a rental agreement for premises, etc. Negotiations between business partners take place on equal terms, like negotiations between a subordinate and management or the director of an organization with representatives. tax office occur under unequal conditions.

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

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

Preparation of negotiations:

· Establishing contact between the parties

· Collection and analysis of information necessary for negotiations

· Development of a negotiation plan

· Creating an atmosphere of mutual trust

Negotiation process:

· Beginning of the negotiation process

· Identifying controversial issues and setting the agenda

· Revealing the deepest interests of the parties

· Development of proposal options for agreement

Reaching agreement:

· Identifying options for agreement

· Final discussion of solution options

· Reaching formal agreement

1.2 Negotiation preparation stage

Choosing Negotiation Tools

At this stage, a set of different approaches or negotiation procedures and the means that will be used in their implementation are identified; mediators, arbitration, court, etc. are identified to help solve the problem; an approach is chosen for both parties.

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;

· relationships are established that are characterized by mutual agreement, trust, respect, often mutual sympathy, being on the same wavelength, negotiation interaction is developing;

· agree on the mandatory nature of the negotiation procedure;

· agree to involve all interested parties in the negotiations.

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

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

· the accuracy of the data is checked;

· the probability is minimized negative influence unreliable or inaccessible data;

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

Development of a negotiation plan. At this stage:

· strategy 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 controversial 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 controversial issues is formed;

· an atmosphere of trust and effective communication is created.

.3 Stage of the negotiation process

The beginning of the negotiation process is here:

· the negotiators are introduced;

· the parties exchange opinions, demonstrate good will to listen, share ideas, openly present considerations, and a desire to reach an agreement in a peaceful environment;

· a general line of behavior is being built;

· are being clarified mutual expectations from negotiations;

· the positions of the parties are formed.

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

· the area of ​​negotiations relevant to the interests of the parties is identified;

· controversial issues to be discussed are identified;

· controversial issues are formulated;

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

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

· methods of actively listening to controversial issues and obtaining additional information are used.

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

· the study of controversial issues is carried out 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 reveal their interests to each other in detail so that they are perceived by everyone as closely as their own.

Development of proposal options for agreement. At this stage:

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

· a review of the needs of all parties is made, which links together all controversial issues;

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

· principles for the agreement are formulated;

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

· solution options are selected both from proposals submitted by the parties individually, and from those that were developed in the process of general discussion.

.4 Consensus stage

Identifying options for agreement. At this stage:

· carried out detailed consideration interests of both parties;

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

· the effectiveness of the selected solution options is assessed.

Final discussion of solution options. At this stage:

· one of the available options is selected; through concessions by the parties, the parties move towards each other;

· a more advanced option is formed based on the selected one;

· the process of formulating the final decision takes place;

· The parties are working on a procedure to reach a basic agreement.

Reaching formal agreement. At this stage:

· agreement 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 possible obstacles during the implementation of the agreement (contract) are 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 implementation, fairness and impartiality of control.

1.5 Rules for negotiation techniques

1.Statements that belittle the partner’s personality should be avoided; social etiquette, politeness and cultural attitude should be used. In extreme form, it is better to interrupt negotiations (do not make negative assessments).

2.The effectiveness of 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 his partner question after question, clearly 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 management (do not allow simple questions).

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

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

.Paraphrasing, conveying what the partner said in his own words in an abbreviated form, highlighting what seemed most important to the interlocutor. Paraphrasing may involve a new emphasis, generalization, or repetition of only those words of the partner that contain the main contradiction or main idea(avoid paraphrasing).

.The interlocutor tries to draw a logical consequence from the partner’s statements, but only within the framework that he asked. Otherwise it turns into being ignored. Developing your partner’s thought, you can add what your partner was ready to say, but did not say. You can draw a conclusion from your partner’s words, clarify what he meant (further development of thoughts).

.Telling your partner about your emotional reaction to his message or about your state in a given situation goes well with the technique of paraphrasing (don’t let your emotional state).

.A message about how to this moment his state is perceived and goes well with the paraphrasing technique (do not describe the partner’s emotional state).

.Summing up interim results is appropriate after a particularly lengthy response from your partner (choose the right moment for the interim results).

.6 Rules that help convince a negotiating partner

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

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

.Don't push your partner into a corner. Give him the opportunity to “save face.”

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

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

.Don't belittle your partner's status.

.We treat the arguments of a pleasant partner with condescension, and we treat the arguments of an unpleasant partner with prejudice.

.If you want to convince, start not with the issues that divide you, but with the things on which you agree with your partner.

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

.Check whether you understand your partner correctly.

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

.Watch your and your partner's facial expressions, gestures and postures.

.Show that what you offer corresponds to some interests of your partner.

2. Ten rules of negotiation

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

We will look at ten closely interrelated 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 essential. First of all, it activates previous experience and also lays a solid foundation for upcoming negotiations. In a sense, preparation is nothing more than putting into practice the time-tested truth “measure twice, cut once.”

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

· do not waste time on 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 simply those who can help);

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

Preparation in advance does not mean that everything will go exactly according to plan. It will help you adjust and flexibly change your tactics when events suddenly turn. Experience can reduce preparation time, but does not replace it. One famous golfer said: “The more I practice, the more luck I get.” Never neglect preparation, do not regret the time and effort spent on it. Then you won’t have to say after a negotiation fails: “If only I...”

2. Provide clear communication

Along with preliminary preparation, a clear structure of negotiations is the basis for success. Your messages in a difficult situation must be very clear. A detailed explanation improves the quality of the agreement reached. Your clear message:

· promotes understanding: you avoid confusion and consider exactly the 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, clear organization of the meeting (announcement of the agenda, rules, etc.) directs the negotiations in a certain direction and helps you play a leading role, which, in turn, helps achieve the desired result.

Clear communication comes from preparation as well as experience. It's 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, they will never believe you again.

3. Try to look your best

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

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

· well prepared (this will make your position stronger);

· organized (same effect);

· confident (this will significantly increase the credibility of your words, especially the belief in the statement that you did everything you could);

· well prepared professionally (you will deserve a lot of positive characteristics ( experienced expert, knowledgeable, respectable), if you don’t fuss and lose the thread of the conversation).

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

4. Respect your partner

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

Show that you understand other people's points of view, that you are interested in their position, write down 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 interlocutor).

In addition to the usual polite behavior in difficult situations, showing respect to your partner will strengthen your position. If you take a hard line, there is a danger that it will be perceived as a harsh attack, and you will automatically receive pushback. If fairly strong demands come from a person who respects other participants and their positions, then it is 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 actually determines the choice of approach to negotiations. To achieve a successful result, set high goals. During preliminary preparation define your main goals. Think about the best outcome of the meeting and move towards the intended goal. Remember existence is enough large quantity variables. Let the agreement reached include mutually acceptable values ​​for these variables.

Negotiators express conflicting opinions and agree to compromise options, but one should not start with low demands. Trading usually starts from the top mark; During the bargaining, you can give in a little, reducing your benefit. But it is very difficult to increase the value of the initial offer. Once negotiations are already underway, you cannot reconsider 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 the terms as a package, not individually. By agreeing on terms one at a time, you lose a certain advantage in the negotiations, because many of the 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 bargain, but you no longer have the variables to bargain.

The principle is simple. Find out a complete list of what the other party wants to agree on. In the future, do not allow part of the conditions (possibly important ones) to be “knocked out with targeted fire” and agreed separately in order to begin discussing the most important conditions at a stage when space for maneuver is limited.

7. Look for negotiable variables.

Make a list of variables during preliminary preparation, prioritize them. Even with the most careful approach to defining variables, you may miss something. Remember that everything is negotiable, and any condition is potentially variable (including those conditions that are said to be fixed by one party or another). You may declare an item non-negotiable and then decide that it would be better for you to give in a little.

Find out what your partner's words about the impossibility of changing the terms really mean. You will have to ask questions, challenge your partner to be frank. The search for priority-based bargaining variables must continue throughout the negotiation process. When the negotiator is called upon to take a more compromising approach, he may have to accept that conditions he had hoped to remain unchanged are now becoming variable (and some variables may vary over a much wider range than originally thought).

Be careful to look for bargaining variables and consider all terms as potential variables.

8. Be flexible with common approaches

Successful negotiations do not come as a result of clever tricks or shows of force. The path to a mutually acceptable result lies through the coordination of many details. Keep this in mind during negotiations, as the situation becomes more complex as new issues are discussed. You can influence hundreds of decisions in various ways, but your choice should 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 this does not mean that you should turn to the other side of the barrage of different techniques. 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 long training. Only your experience will tell you how best to behave with a given 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, concentrating on specific issues that require immediate resolution, you lose control over the overall course of negotiations.

Do your best to step back and take a "big picture" view. In particular:

· take notes;

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

· keep as big a picture in mind as possible;

· Don't lose sight of your goals and desired results;

· be prepared 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 are more likely to increase the level of trust in the negotiator).

If you consciously stick to this approach, take useful notes, and learn useful skills, 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 there is anything you take for granted, it is that there is danger, change or surprise around every corner. Be prepared 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. It never hurts to be vigilant. Otherwise, a moment will come when a small surprise will derail an agreement that seemed almost concluded.

Let us recall the statement of Lord Hore-Belish, a recognized master of negotiation: “When someone tells me that he is going to lay all his cards on the table, I keep my eye on his sleeve.” This good advice for anyone who wants to successfully negotiate. Another statement about contracting comes from the famous economist J. Fulton Sheen: “Large print draws attention to the bait, small print disguises the hook.”

As mentioned above, the ten points mentioned do not detract from the importance of the remaining rules. Remember that successful negotiations are the result of many details coming together successfully. The first steps to achieving success are understanding the principles and the ability to apply basic approaches to negotiations in practice. Based on basic knowledge, you acquire own experience, benefiting from each discussion for future negotiations.

3. Negotiation

You are applying for a job or trying to negotiate a price with a taxi driver. Two lawyers are trying to resolve a controversial case regarding the division of client property. A group of trading companies share the sales market. A city official is meeting with municipal transportation officials to try to prevent a strike. It's all negotiation. Although life consists of continuous negotiations, few people know how to conduct them “professionally”. So what is it - negotiations? What are they made of? What rules for preparing negotiations do you need to know?

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

·Planning

· Making contact

· Definition of the "rules of the game"

Partner assessment

· Scenario development

· Conducting a trade. Concessions

· Completion of negotiations.

Anyone familiar with sales techniques may exclaim that the stages of negotiations 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 selling is a type of negotiation.

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

Negotiations involve two people discussing a subject together. During the discussion, goals may change depending on what the other side says. Therefore, the negotiator must have not one task set for himself, but several, which will allow him to maneuver and achieve success.

.1 Stages of effective negotiations

Planning negotiations

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 distracting tricks of the opposite side, shifting the focus from the main topic of discussion to secondary ones. Therefore, the negotiator must define his goals in advance, dividing them into three groups:

· Long-term goals.

· Likely targets.

· Mandatory goals.

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

Probable goals are less achievable, but still very desirable.

Mandatory goals are those that must be achieved in any case.

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

Establishing contact - creating an atmosphere of trust.

We can talk a lot and for a long time on this topic. I would like to talk about one of the main qualities - the ability to empathize.

Empathy is the ability to understand and accept " inner world" interlocutor. The ability to empathize is the ability to see the world around you through the eyes of your interlocutor. If a negotiator is able to truly 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 the quality of empathy, you will be able to convince others, and the likelihood of your personal success will be very high.

Definition of the "rules of the game"

Before taking any steps, you need to agree with your 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 if any misunderstandings or, especially, conflict arise, be sure to stop all conversations and return to reciting 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 party, to probe what concessions he can make.

The main tool at this stage is the technique of asking open questions and listening skills.

All questions can be divided into two groups: open and closed. Open-ended questions effectively stimulate discussion and require detailed answers. Closed questions (requiring monosyllabic answers) worsen negotiations and lead to aggressive and negative reactions.

Pre-prepared questions will help you glean a lot of information about your opponent’s needs, his value system, and understand what concessions he is willing to make.

Scenario development

If you film the negotiations, it becomes a film. The actors in this film will be the negotiators themselves. Like any other, our film has a script. This scenario is called a negotiation scenario.

The negotiator’s task is to develop several scenarios for future negotiations even before the conversation begins. While establishing contact and assessing your opponent, you must choose a scenario and run it at this stage.

Conducting a trade.

Concessions

This stage is often called 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 towards a final agreement. With this tactic, the parties feel that both sides are winning. This is the ability to make concessions. If your interlocutor offered you a concession during negotiations, then he expects the same actions from you - this is the main condition of negotiations.

Completion of negotiations

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

4. 3 golden rules of negotiation

business negotiations communication behavior

1. Be the first to negotiate

Always try to be the first to initiate the negotiation process, since whoever controls the beginning most often controls the end. If you allow the other party to negotiate, you will give control into their hands and, most likely, will not even notice how it happened. For example, when you ask someone what their allocated budget is, you are giving them the power to negotiate. You'll end up spending your time chasing amounts instead of finding the best solution.

When Grant sits down for a negotiation that will include the topic of money, he sometimes even interrupts the other party in order to prevent them from taking over the situation and directing the conversation in the direction they want. It sounds strange, but it's very important point. It is you who should initiate such a deal.

One day, 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 would give him the opportunity to also show the prepared information. And after that he should inform you if such conditions do not suit him. This allowed Grant to take control of the process into his own hands.

2. Always keep negotiations in writing.

Grant knows many sellers who have sat down to negotiate terms and deadlines without a written agreement. But the purpose of negotiations is to achieve a written agreement, and not to waste time on empty talk. From the moment the proposal is voiced, the client must have a document in front of him that includes all the clauses of the agreement. It becomes a reality for the intended client.

If you negotiate first and only sit down to put the agreement in writing at the end, you will waste extra time. If you make changes during negotiations to an already drawn up agreement, you can offer the finished document for signature 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 replace each other depending on the situation. Experienced negotiators know how to keep a cool head, thereby managing the situation and offering different options. reasonable solutions, while the rest of the participants can be immersed in their violent and often useless emotions, which only hinder progress. Crying, aggression, anger, and raised voices will certainly help you let off steam and feel better, but they will in no way lead you to a successful conclusion of the negotiations.

When things get heated and everyone is getting emotional, stay calm and use logic to come up with a reasonable solution to the situation.

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

5. 9 rules for conducting effective business negotiations

Before the meeting, clearly formulate 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’s best to think through a strategy for your behavior in each of these cases.

When formulating a goal, proceed not only from your interests. Constantly put yourself in the shoes of your negotiating partner. Achieving your goal should be beneficial for him too. Ideally, you will have many arguments to prove this.

Schedule negotiations in a decent place. No office? Let it be a good coffee shop. It’s strange, but this rule is often 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 following. If you are not fashion conscious, then don't try to impress. Dress simply and neatly, in something you feel comfortable in.

If you know how to dress, then with appearance you can play. One of my friends, a leading specialist in advertising agency, sometimes comes to negotiations very colorfully dressed, in a 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 his desk. And, importantly, he presents himself as a respectable, confident person and businessman.

This combination allows you to achieve interesting results. The interlocutor experiences a break in the pattern, and in the first half of the conversation he tries to understand who he is talking to from the point of view social role. Often this allows my friend to “push 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.

From the beginning to the end of the meeting, support positive attitude. Believe me, this dramatically increases the likelihood of a positive outcome of the negotiations for you. 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 as not to pass for a person who is a little crazy.

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

. …seamlessly into why you wanted to have this meeting. Formulate your thoughts as accurately and concisely as possible. If clarity is not your thing, then think about it and prepare some kind of summary in advance.

It's surprising how often inexperienced negotiators neglect the last two recommendations. Sometimes you sit like this with some young man who has energetically asked for a meeting, and it is clear that it is very important for him to talk to you. But who he is is unclear from the vague explanations. And it’s even more unclear what he wants. Minute after minute passes, and he worries, gets confused, walks in circles and never gets 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 then moves on the path that I lead him. Usually a couple of minutes are 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 the inability to clearly explain what you want is a real chance of getting one answer to your proposals - “no”.

Don't delay negotiations. Keep the conversation compact.

When concluding a conversation, clearly formulate and voice your summary. Like: “...so you and I have agreed on such and such, I will send you such and such documents and call you on Friday...”. Negotiations must have a clear result.

6. Interesting

How to reach a mutually beneficial agreement in negotiations

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

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

· Be firm on business principles, but gentle with people.

· Study the deal from your opponents' point of view

· Make your proposal in accordance with their value system

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

· The value system determines the outcome of negotiations

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

3. If negotiations are stalled, brainstorm for the common good.

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

· Don't give in to pressure, make deals based on principles

· Collaboratively determine what standards and procedures are fair

· Discuss controversial issues in a collaborative manner.

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

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

Today many of the wisest and successful people people on the planet have mastered and used this method very effectively, whether intentionally or unintentionally. People who try to impress with their intelligence are actually not particularly smart. Truly smart people know that by pretending not to understand and forcing the other party to explain the same things, they will be able to understand the other person better and prepare their answer better, 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 Full meeting Murphy's laws

Eddie's first law of business: Never negotiate before 10 a.m. or later than 4 p.m. In the first case, you will get 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: Say no first, then negotiate.

Art and sales skills

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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To establish positive relationships with partners, it is important to adhere to more than just the legal framework. One of the secrets of success is negotiating in compliance with established customs and rules. All these standards of business etiquette have been developed over many years. And neglect them in the environment business people and diplomats are not accepted.

Every person participates in negotiations from time to time - going to interviews when looking for a job, concluding contracts, selling goods or agreeing on the provision of a service. The purpose of negotiations is to exchange views and achieve the planned result.

Regardless of what level negotiations are taking place, be it 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 negotiations:

• 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 controversial situations often arise in everyday life, in business, and in the interstate sphere, issues of compliance with etiquette always remain relevant. Violation of established norms entails negative consequences.

In order to avoid mistakes, it is worth considering that the etiquette of business meetings and negotiations requires politeness and tact from negotiators, compliance with the dress code, and positive attitude and goodwill. The receiving party must take the initiative. Starting a conversation, filling awkward pauses, and generally leading the conversation is her prerogative. Guests must be treated as partners, not enemies.

Determination of place and time

Business etiquette requires that the date and exact time of negotiations be agreed upon by the participants in advance. Having agreed on them with your partner, you cannot be late. This creates a negative image and shows disrespect. If it was not possible to avoid being late for any reason, an apology must be made.

You should not schedule work negotiations early in the morning or late, or during your lunch break. Best choice The first half of the day is considered. 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 issues. The meeting location, such as an informal setting or an office meeting room, is chosen to reflect 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 meeting participants on each side, as well as their status, should be proportionate. Each delegation must have a head - a person who makes the final decisions.

In advance of 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 agreements also need to be prepared in advance.

Drawing up a negotiation plan, defining goals

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

First of all, a careful selection of information is required, identifying the main problems and ways to reach agreements. When preparing for negotiations, it is advisable to make a list of the interests of both parties, distributing them from the most important to the less significant.

It is worth choosing the most suitable option for conducting the negotiation process, as well as an action plan in case of failure. This increases the chances of continuing to discuss the issue in the future.

Finally, during preparation you need 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 implemented immediately. The plan for a business meeting should cover current issues as much as possible, not limiting itself to establishing 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, as well as compliance with business etiquette standards. All meeting participants must be accurate, honest, correct and tactful.

Introduction and seating of guests

All members of the receiving party must gather at the appointed time in a room prepared for the negotiation process. Employees who are not participating in the event are usually responsible for greeting guests.

The head of the host delegation is the first to greet those gathered and introduce himself, then the head of the guest delegation. Then the owner invites everyone to take their seats. He's the first to do it. The rest of the participants take their seats based on the signs placed. Most often, both are located opposite each other, in the center. Representatives of each delegation are seated along their side of the long table.

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

If there are fewer than ten participants in a meeting, an exchange occurs. Everyone hands their card to the person opposite.

Defining a list of issues and forming an agenda

Starting and conducting a conversation is the responsibility of the leader of the receiving party. His task is to prevent prolonged pauses, which can be misinterpreted as a signal to end the conversation.

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

Business etiquette includes meeting minutes. To do this, use a voice recorder. But to conduct it, 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 specific proposals and theses. In this case, they agree on the next round of negotiations in order to take a break and continue to search for solutions to each problem.

When controversial issues arise, etiquette requires remaining calm.

Completion of negotiations

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

Reaching agreements at a meeting

When discussing a particular solution to a problem, participants in the negotiation process strive to achieve specific results. Any contracts and agreements can only be accepted within the so-called negotiation space. These are the acceptable solutions that opponents can agree on.

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

• compromise– involving mutual concessions;
• asymmetrical– in which the concessions of one side significantly exceed the concessions of the opponents;
• fundamentally new– maximally satisfying both parties.

Let's summarize the meeting

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

Based on the results 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 business etiquette - keep your word.

Analysis of the results of negotiations

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

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

To achieve mutual understanding with, it is important to strictly follow generally accepted standards of business etiquette, and also know national traits and behavioral psychology. To do this, when preparing for the event, you need to become familiar with the culture of the country where the guests are coming from.

For example, negotiations with foreign partners 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.

Negotiator rules

It’s probably no secret to anyone that in life, in order to achieve our goals, we often have to negotiate with other people. And it doesn’t matter where we want to achieve these goals, in the personal sphere or in the business sphere. We have to participate in negotiations every day. Often our interests intersect with the interests of other people. For example, I want to buy an item at a price lower than the one the seller is asking for. The one who sells this thing, on the contrary, is interested in selling it at a higher price. This is where the intersection of interests arises. My task, as a negotiator, is to convince my opponent to conclude a deal on terms more favorable to me. Of course, I could wave a Smith & Wesson revolver in this man's face and he would be very happy to make a deal on my terms. But I understand very well that many times very serious people will not allow me to conduct such “successful” negotiations. They will send me to places that are not so remote and there, willy-nilly, I will still have to negotiate peacefully. The rules described below will allow you to avoid many mistakes when participating in negotiation processes and teach you how to avoid the pitfalls encountered on the path to a successful deal with virtually no losses.

Rule #1: Don't give away anything for free. .

One of the main mistakes of a negotiator can be a concession without a counteroffer. If you give up your positions and think that your opponent will also make concessions, then you are deeply mistaken. What's the point of giving in to him in anything if he can already get what he wants.

Rule #2: Never accept the first offer.

The worst thing you can do is accept the first offer your opponent makes to you. People enjoy solving “hard problems,” but if you make it easy, your opponent will feel sad that he underestimated the value of his item, and you will think that perhaps you overpaid for it.

Rule No. 3: Don’t just complain, but negotiate with the “offender” on measures to correct the situation.

If your opponent caused you any damage (moral, material, etc.) or created some kind of problem, then it would be a huge mistake in negotiations to focus on your “complaint”. This can only cause a response defensive reaction. It would be much more effective to offer solutions to this problem. Your job is not to be outraged by the other side's shortcomings, but to look after your own interests.

Rule #4: Never soften the terms you offer before you have received an offer from the other party.

In the case where your opponent remains silent and does not make any counter-offers, it would be a very big mistake to continue making one-sided offers. Negotiations are a process in which at least two parties actively participate.

Rule #5: The most useful negotiator questions begin with “what if...”.

To avoid getting into unpleasant situations later, it is better to foresee and discuss everything in advance possible options developments of events. To do this, it is useful to use questions that begin with the words “what if.” When renting an apartment, you can ask the landlord the following question: what if the neighbors flood it? Who will be responsible for this and how? When purchasing a tourist package, it is important to ask what if the hotel refuses to provide the reserved room on the basis of lack of availability? Etc.

Rule #6: Voluntary concessions made by one side do not soften the other side - they make its position even tougher.

The point of negotiations is for all parties involved to benefit. As mentioned in Rule No. 1, in successful negotiations, like in chess games, all parties need to take turns. There is an exception when the opponent’s position is soft, and there is no point in making counter steps to achieve your goals. But it is worth paying attention to the fact that if your fairly strong position in the negotiations forces your opponents to diplomatically make counter-offers, then your soft position, supported by voluntary concessions, on the contrary, can lead the other side to take an even tougher position. It is unlikely that this will benefit you!

Rule #7: Stun them with your first sentence.

When you start trading, offer an incredibly low price (if you are buying) or an incredibly high price (if you are selling). Opening negotiations is always a risk, and if your starting price is low, your opponent may be given a false impression of how much you can concede in the final price. After this, trading can be carried out furiously and persistently, forcing you to reconsider your price. Do you need it?

Rule #8: Never use the term “bargaining” in sales advertisements.

Why can’t we use the expression “bargaining is appropriate”? Because this is carte blanche for a potential buyer who sees that you are not confident in your price and this gives him a huge advantage over you. Want to encourage him to trade? Please, but only during negotiations. Ask him questions about what he liked about your product, for what purposes he needs it, etc.

Rule #9: Tough negotiators are decisive.

If you are faced with a tough opponent, then either meet him face to face or lead the negotiations to a dead end. Do not give up cruelty at the cost of losing your own positions. To any proposals that are not acceptable to you, answer simply and with a smile “No”!

Rule #10: The most useful negotiator word is “IF” .

The most important thing to remember in negotiations is to preface all (without exception) of your proposals and concessions with the word “IF”. This conclusion logically follows from rule No. 1.

Rule #11: “It will not affect the final result.”

The main rule when dealing with difficult opponents: no matter what their behavior is, you must always remember that it will not affect the final result. It should show on your face. Opponents can behave as they please, but if this does not affect end result, then their behavior is not your problem.

Rule No. 12: “Power is the very essence of the negotiation process.”

In negotiations, the presence of power is a decisive factor for its successful completion. Therefore, before starting to communicate with your opponent, it is worthwhile to determine in advance the strengths of your position. And it is not necessary that the advantage should be actual, that is, in reality, it is much more important when it is present in the perception of your opponents.

Rule #13: “Get yourself a principal.”

To relieve yourself of psychological pressure from your opponent, come up with a principal. That is, the person on whose behalf you are participating in negotiations. And when your interlocutor makes your offer, which you cannot accept, you can easily refuse it, referring to the specific instructions of your fictitious principal. For example: my wife said not to sell for less than 10,000.

Rule No. 14: “There are no firmly established prices in nature.”

There are practically no set prices in nature. Therefore, always bargain at the first opportunity. Please yourself and your opponent with this. In this case, you do not lose anything, but you can win.

Rule #15: “I will think about your offer and call you back.”

It happens that you are under active psychological pressure from your opponent, but to his offer-demand you either have a negative answer and you cannot say so directly, or you have not yet decided how to deal with it (accept or refuse). In this case, always take a time out, saying that you will think about the proposal and give your answer later. In this way, you buy yourself time to analyze this problem in more depth and identify its optimal solution. In addition, later your opponent will no longer have the advantage of surprise, which he could use by demanding a decision from you “right here and now.”

Rule No. 16: “Don’t change the price, but change the offer package.”

One of the most practical ways to trade is to change the offer package. In this case, you focus your opponent’s attention not on the price, but on those parts of the package of offers that may be important to him. For example, Samsung, when selling its household appliances, gives a 3-year warranty. This period is longer than that of many of its competitors, while the cost of the product is approximately the same. The buyer pays the same money, but wins in service.

Rule #17: “All that glitters is not gold.”

Don't let anyone fool you with luxury, often ostentatious. To be successful in negotiations, you always need to focus your attention on the result you want to get. In negotiations, the only thing that matters is what your opponent offers, as well as the weight of his arguments. Nothing else matters.

Rule #18: “Save the threat for dinner.”

Sometimes there is a temptation to speed up negotiations by force: by threatening and intimidating the opponent. In this situation, we can say that this is the most unconstructive method and, in most cases, it leads to a dead end. You can use force only when the negotiations have practically ended in nothing and there are no other ways left to complete them in a positive direction. If your opponent decides to “put pressure” on you in this way, then you need to decide whether his threats are serious and whether he can actually use them. If the answers in both cases are “yes,” then find some room for maneuver and try to “sell yourself at a higher price,” or, if conditions allow, lead the negotiations to a dead end.

Rule #19: “Win - Win."

The basic principle that you should follow when negotiating is called “Win-Win”. If your opponent wins, you win. This principle applies always and everywhere. As a result of successful negotiations, each of the participants must remain a winner. You get what is important to you, your opponent gets what he needs. Always try to understand the other party's point of view and interests and use this knowledge during negotiations.