Cheat Sheet: Rules of Conduct in Negotiations. clarifies mutual expectations from the negotiations. The persuasiveness of arguments largely depends on the image and status of the persuading

Business negotiations are present in the life of every manager at any level. In fact, this is a business conversation, which is a form of oral information exchange between several people. Official decisions are not always made after business negotiations, but they are useful thanks to the information obtained during the conversations.

What it is?

Business negotiations are business communication that helps to reach an agreement between the parties. Negotiations are necessary in order to be able to discuss the problem that has arisen with the partner, as well as to try to find a solution that will satisfy all parties. Today it is very important for a qualified manager to be able to conduct business negotiations.

Negotiations can carry the following functions:

• Information- when the parties only want to exchange different points of view in preparation for the main negotiations.
• Communicative- in this case, the parties prefer to establish new ties, relationships.
• Control, coordination of actions... In this case, the negotiations are conducted by partners who have already established business relations, and they only need to clarify some of the nuances of the previously achieved relationship.
• Regulatory- this function is necessary if you need to settle a problem or conflict in time, stop all disputes.

Business negotiations can be divided into two types - internal and external. Internal negotiations are held within their team or company. External negotiations are those in which the invited party is present, these can be partners, competitors or customers. Internal negotiations often end in mutual agreements. Here, two parties are working to obtain a positive result for the company: they analyze, draw conclusions and offer the best options for a way out of the current situation.

At Harvard, alumni and professors have come up with a new kind of principled negotiation. Here concessions and firmness of position alternate. We know this method as the "carrot and stick method." The essence of this principle is to keep a tough position, which allows us to consider, first of all, only the key essence of the problem or the issue under discussion.

Ethics: basic rules and requirements

With business partners, it is best to follow the rules in the business environment. This in the future will give you the opportunity to have a good, strong and mutually beneficial relationship.

In ancient Byzantium, the "protocol" was the first part of a document, which usually contained a list of participants in a meeting. Today it is a set of rules, according to which various ceremonies should be held, a dress code, the form of official letters, and so on should be established.

Any violation of the laws of protocol will mean that those who have violated the protocol may have problems. This side must apologize for their mistake. Then the mistake must be corrected. Due to the observance of the protocol during negotiations and greetings, during document circulation and the maintenance of various contracts, business meetings become more important.

Thanks to the established protocol, a comfortable and relaxed atmosphere is observed during negotiations. All this only contributes to the fact that the desired results for the parties are achieved.

Each country has its own national ethical standards. But basically this concept is the same for everyone.

Preparation: features

Almost all preparation for negotiations (both internal and external) is divided into several elements. The main ones include the following:

• definition of the problem, for which it is necessary to conduct negotiations;
• search for those who will help solve the problems encountered;
• determination of interests (own and partner);
• clear formulation of the plan and program of the meeting;
• if necessary, representatives of the delegation are selected;
• organizational issues - collection of documentation, tables, samples and other materials that may be useful in negotiations.

The order of negotiations is as follows: after the beginning of the meeting, all those present exchange the necessary information, give arguments and counterarguments, analyze the situation, make decisions, complete negotiations.

Types of negotiations

Meetings can be internal or external, formal or informal. These are their main styles. The difference in them is the presence of documentary fixation of certain points, the protocol of negotiations, the specifics of the topics discussed and the subject of this conversation.

By their nature, negotiations can be divided into partnership and reciprocal. Counter negotiations are held in the event that a conflict has arisen between the parties, which must be resolved. In this case, the decision must be neutral and suit both parties.... This type of conversation is known for its aggressiveness, as each side wants to win the negotiations. In this type of conversation, partnerships, cooperation, and development of the parties are usually discussed.

Stages

The negotiation process can be divided into several stages. Their structure has long been determined. One of the main stages in the negotiations is considered an introductory conversation, during which you can clarify the subject of the meeting, resolve emerging issues on organizing negotiations. It can also be a meeting of experts, which usually takes place before the start of negotiations between leaders and delegations.

Completion, summing up, characteristics of the meeting must be present.

The main six stages are:

• Preparation. Correct preparation for business negotiations carries 90% of success. Despite the great desire to act impromptu, it is not recommended to ignore this stage before the meeting. Next, you can add an intermediate stage of presentations.
• Clarification... Don't act right away, don't start trading. Try to technically establish contact with the other party, define its standards. Next, try to find out what interests the other side has with the help of pre-prepared questions.
• Making proposals. This stage is typical as a means of resolving controversial situations. Here the parties can exchange proposals, determine where and why they had misunderstandings. Be sure to document any disagreements and disputes.
• Bargain. This part of the meeting influences what you agree on. Here you can resolve all disagreements by exchanging information, concessions. Effective bargaining is an exchange of things that may have different prices and values ​​for each opponent.

• Making decisions. We can assume that you are approaching the final stage of negotiations. However, take your time. Ask yourself the question: “Is the proposed agreement profitable or can we negotiate an even better option? "
• Securing agreements - the final of your meeting... There are times when opponents agreed on everything and dispersed. However, the very next day, during the implementation of the agreements, a situation may arise that someone misunderstood their opponent in the wrong way. That is why it is necessary to technically record absolutely all the agreements and results of the meeting. This will help avoid ambiguous situations in the future.

Tactics: Dialogue Examples

It is necessary to prepare for absolutely any negotiations in advance. When preparing, it is advisable to collect the necessary information about the partner, to think over the arguments for your proposal in advance, and it is also advisable to think over and play in advance all possible options for the outcome of a business conversation.

There are a myriad of methods for conducting tough negotiations. There are several main ones.

Ultimate

Here the tough negotiator lays out all the cards on the table almost immediately. At the same time, he announces absolutely all the resources that he has in stock (or not). The calculation in this tactic of negotiations is based on the fact that all the options that the other side can prepare are immediately considered “wrong” and “unattractive” for cooperation.

If the opponent of the tough side takes this information as fact, he is left with nothing but consent or leaving. The disadvantages of this method include the possible loss of a potential partner (possibly in the future).

The “victim” side can bargain to the last. You can agree to the initial conditions, but after trying to compete for more favorable conditions. There are cases when the “victim” side won the negotiations in its favor.

After the tough opponent gives the “victim” all the conditions, you can agree to talk about these conditions. In this case, the “victim” can lead the opponent to the scenario she needs by providing his arguments.

You can stand in your position more rigidly. Here the opponent can already think about what exactly he will lose, and can accept the conditions of the "sacrifice" (with some amendments in his direction).

Combined with the words "Yes, but on condition ..." and friendly conversation, the opponent can relax a little. Further, the "victim" can go on the offensive. The purpose of this game is to continue the conversation.

Emotional swing

A strong negotiator will change the mood of the other side. Here, from a tough negotiator, pleasant words are heard, then accusations. Contradictions from the lips of one person during one conversation will prevent the “victim” from thinking about his proposal. She can be in a confused state, she can lose psychological stability.

To counter a strong opponent in this type of negotiation, The “victim” must initially understand that this is a game and that it is played exclusively with one goal. To put the attacking side at a standstill, it will be enough to gently but persistently ask to understand the situation, using the method of "clash of criteria". A prerequisite is that the “victim” must speak confidently and non-aggressively. This leads the attacker to a dead end and makes it impossible to reproach the opponent for rough negotiation.

Ultimatum at the end of the conversation

In this tactic, the two previous ones are well combined. At first, a tough negotiator communicates, holds tenders, and so on. Everything goes well until the moment when the “victim” wants to say his final “yes”. Here the tough side is fully involved in the work and goes into attack, saying: “This proposal is not appropriate for us. We are not interested in this. "

The calculation is made on the fact that a relaxed “victim” will not rebuff a tough negotiator and will be able to accept the first conditions that were initially stipulated by the tough opponent at the beginning of the negotiations.

During this method of negotiating, a number of categorical prohibitions apply:

• You can not accept any statements in relation to yourself and to the proposal. If a tough opponent had any comments about your personality, he would immediately express them.
• This method of conversation should not be ended after the first refusal. In this case, bargaining is appropriate.
• Don't apologize.
• Don't make excuses.
• Don't give up your positions.
• You should also not attack in response or show aggression.
• Don't give a negative assessment to your interlocutor. Don't be like him.
• Try to replace unpleasant and negative words with softer ones.

In this type of negotiation, you can take several steps to turn the situation over to your side:

• Ask clarifying questions. Work on each individual position called the interlocutor.
• Ask about the criteria. For example: “Do I understand correctly that ...”, “What is important for you we did not mention in the conversation? ".
• You can try to expose the interlocutor by asking leading questions: “Is it correct, do I understand that you are bargaining with me? "," I think that our proposal is not suitable. Can you specify what exactly? ".

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 accordance with established customs and rules. All of these norms of business etiquette have been developed over the years. And it is not accepted to neglect them among business people and diplomats.

Each person from time to time participates in negotiations - goes to interviews when looking for a job, concludes contracts, sells goods or negotiates a service. The task of negotiations is to exchange views and achieve the planned result.

Regardless of the level at which negotiations are being held, whether it is a discussion of business 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 controversial situations often arise in everyday life, in business, and in the interstate sphere, issues of observance of etiquette always remain relevant. Violation of the 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 the negotiators, adherence to the dress code, as well as a positive attitude and goodwill. The host should take the initiative. Starting a conversation, filling in awkward pauses, and overall 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 negotiations have been agreed upon by its participants in advance. Having coordinated them with your partner, you cannot be late. This creates a negative image and shows a disrespectful attitude. If you cannot avoid being late for some reason, you must apologize.

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

Collecting and analyzing data required for negotiations

Preparation 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, must be proportionate. Each delegation must have a head - the person who makes the final decisions.

In anticipation 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 contracts also need to be prepared in advance.

Drawing up a negotiation plan, defining a goal

Business negotiation etiquette provides not only the solution of organizational issues, but also the elaboration of the content side.

First of all, a careful selection of information is required, identification of the main problems and ways of reaching agreements. When preparing for negotiations, it is advisable to draw up a list of the interests of both parties, distributing them from the most important to the least significant.

It is worth choosing the most suitable 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, you need to identify the problems, 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. the beginning of the meeting;
2. exchange of information;
3. argumentation and counterargumentation;
4. search and decision making;
5. the final part.

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

Introduction and seating of guests

All members of the host side must meet at the appointed time in a room prepared for the negotiation process. Staff who are not participating in the event are usually responsible for welcoming guests.

The first to greet the audience and introduce himself to the head of the host delegation, then the head of the guests delegation. Then the owner invites everyone to take their seats. He's the first to do it. 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 seated along their side of the long table.

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

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

Determination of the list of issues and formation of the agenda

It is the responsibility of the host leader to initiate and conduct the conversation. His task is to avoid protracted pauses that can be misinterpreted as a signal to end the conversation.

According to etiquette, you should not start discussing the problem right off the bat. At 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 such topics as religion, national issues, sports preferences, it is better not to touch. They can be a source of controversy. Then the head of the hosts moves on to the main topic of the negotiations, can give the floor to other participants, experts.

Business etiquette provides meeting minutes... To do this, use or recording on a dictaphone. But for its conduct it is necessary to inform both parties and get 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 disagree 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 to search for solutions to each problem.

When controversial issues arise, etiquette requires you to 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 a meeting

Discussing a particular solution to the problem, the participants in the negotiation process strive to achieve concrete results. Any contracts and agreements can be accepted only within the so-called negotiation space. These are valid decisions that opponents can agree to.

Achievement of agreements can be carried out on the basis of making decisions of the following types:

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

Summing up the summary of the meeting

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

Based on the results of the meeting, it is compulsory 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 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 the negotiations and their final result, identify those actions that follow from the results.

In order to reach mutual understanding with, it is important to strictly observe generally accepted norms of business etiquette, as well as to know national traits and the psychology of behavior. To do this, while preparing for the event, it is necessary to familiarize yourself with the culture of the country where the guests come 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 of exactly how the interlocutor will perceive them.

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The structure of the negotiation process can be represented as a sequence of the following stages.

1. Mutual clarification of interests, points of view and concepts of the participants.

2. Discussion of points of view, advancement of arguments in support of these statements.

3. Coordination of positions and development of agreements.

With this in mind, we can formulate.

Rules for effective negotiation

1. Discuss, first of all, those issues on which you are unanimous with the interlocutor, then proceed to those on which minor disagreements may arise, and move on to more complex ones.

2. Control the situation, even if the other party is showing emotion. In the early stages of negotiations, stick to a "neutral" policy. Excessive emotionality negatively affects decision making.

3. Apply methods of reasoned persuasion.

4. Accept the point of view of your partner, be open to objections and arguments from his side. This will lead to a mutually acceptable solution.

5. Keep a written "protocol" - record key ideas, facts, and data on paper.

6. Maintain contact with your partner, involve him in discussion of issues, consult, listen.

7. Provide reliable information. False information makes argumentation difficult and diminishes the partner's trust.

8. Treat your partner like a professional in what you do.

9. Express a positive emotional attitude, “advance” benevolence.

10. Demand to the maximum. It is always possible to go down "down", but to go up "up" again is practically impossible.

11. Build "active" phrases. Do not say "can be considered", but "consider", not "must be prepared", but "we will prepare".

12. Make your partner feel that he is, just like you, entering into a beneficial agreement for himself.

What should not be allowed when negotiating.

Don't assume.

Don't accept the first offer.

Don't complain.

Don't take everything personally.

Don't teach.

Don't be manipulated.

Avoid being familiar.

Don't be overly emotional.

Don't overuse gestures.

Don't give the impression that the other side has lost if you haven't reached an agreement.

Behavior that fosters dialogue in negotiations

Always remember that by your behavior you are setting the interlocutor for a certain interaction.

Appeal.

As often as possible, address the interlocutor by name: this causes attraction (mutual arrangement).

Reformulation.

Reproduce the statements of the interlocutor in an abbreviated, generalized form, briefly formulating the most essential. Start with the introductory phrases: "In your opinion.", "In other words, you think." etc. In this way, you provide feedback and take an equal partnership position.

Clarifying questions.

If you want to clarify something, do it right away: "Do I understand you correctly, what?" Listen carefully to the answer before developing arguments for your own point of view.

Active listening.

Maintain feedback - listening to the interlocutor, react: "Yes, yes, I understand." "Of course.", "It's interesting ...", but not "well" or "aha". Give your partner an opportunity to express their position.

Stimulation.

Derive a logical consequence from the statement of the interlocutor or put forward an assumption regarding the reasons for his statement: "Based on what you said, it turns out that.", "You think so, apparently because." etc. Stick to an interrogative tone, not assertive.

Non-verbal signals.

Make eye contact with the interlocutor - look him directly in the eyes, not intently, but carefully, do not look away.

Take an "open" pose - lean forward slightly, do not cross your arms. Support the interlocutor with nods of your head, approving paralinguistic sounds ("ugukovanie" in different versions).

Mirroring and echoing.

Use repetition (but not explicit copying) of some characteristic poses and gestures, facial expressions of your partner with a slight time shift. Use the same tempo, volume, intonation, timbre in your speech.

In order to improve mutual understanding with your partner, use "echo-reaction" - repeat the last words of the interlocutor's remark before answering it: "I would like to clarify" - "You would like to clarify."

Summarizing.

Briefly summarize the results of the discussion of issues at each stage of the negotiations: "Your main proposals, as I understand it, are.", "So, we have agreed on the following points."

And the last thing. Use the rule of "three bars" in the process of communication during negotiations: 1) support; 2) clarification; 3) commenting.

Business Negotiation Technique

There are two main methods of conducting business negotiations: the positional negotiation method and the principled negotiation method.

The method of positional negotiation consists in the fact that the initially occupied positions are then conceded in a certain sequence. You should start with a statement of the starting points, which involve a significant increase in the initial requirements. First, they take an extreme position (for example, a "valuable" candidate for a position immediately declares a certain maximum salary as a condition of his work, which he then stubbornly defends through minor concessions).

If partners move to positional negotiations, then this most often leads to identification with their own position, protection of their own pride and the loss of the ability to reasonably assess the partner's arguments.

The goal of positional negotiations is to realize their initial position as fully as possible and with minimal concessions. Such negotiations represent a bargaining, focused on some kind of game, involving the manipulation of the partner's behavior and pressure on him.

Positional bargaining as a tough method of negotiating is unproductive. It is characterized by the unpredictability of the result, a large investment of time, a deterioration in the relationship with a partner and the likelihood of refusal from further cooperation.

The method of principled negotiations is that the partners do not bargain over what each party can (or not) go for, but seek to find mutual benefit. Where their interests do not coincide, the parties achieve a result that would be objectively justified. In such negotiations, there is no initial exaggeration of requirements and there is a great degree of openness.

You should come to the negotiations at the exactly 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 negotiations take place in the office of one of the participants, his employees (assistant or assistant) meet 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 introduced first, then the head of the arriving delegation. The heads of delegation then introduce their staff. Here, too, the host delegation must be represented first. The order of representation of delegations is “descending”, that is, they first represent those who occupy a higher position. Participants can exchange business cards. With a large number of delegations, such an exchange is difficult and therefore unnecessary. In this case, prior to the start of negotiations, each participant will be given a list of delegations, if possible with full names and titles. Delegations are seated so that members of each delegation, occupying an approximately equal position, are opposite each other. The first to sit down at the negotiating table is the head of the host country. During the negotiations, he owns the initiative. He starts the conversation, makes sure that there are no pauses in the course of negotiations, which can be perceived as a signal for their end. During negotiations, it is not customary to interrupt the speech of partners. After the speech, you can ask clarifying questions. 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 to give the head of the delegation the floor to speak to other members of his delegation, experts and advisers. During the negotiations, tea or coffee can be served. Another option is to take a coffee break. It is usually used during long enough negotiations, as well as if you need to exchange "unofficial" opinions, "defuse the atmosphere", just have a little rest. In the course of negotiations, delegations can form expert working groups to process individual problems. As a rule, these groups of specialists from the delegation are removed to a separate room, agree on a possible solution or an item in the final document and bring the results of the work to the heads of delegations. The host usually makes sure that there are pencils or pens, notepads, or just plain paper on the negotiating table. If the delegations are large in size and the premises are large, then it is necessary to take care of sound reinforcement. As a rule, the question of the working language of negotiations is agreed in advance with foreigners. If simultaneous translation is envisaged, then you should think about a workplace for the translator - a special booth. With 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 credibility of the interlocutor's words, but also gives you and your new partners the opportunity to clearly identify the subject of the upcoming discussion. In the simplest case, this can 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 not out of place to mention that you are entrusted to sign (or only agree on) a joint document. If in the text of the agreement that you are entrusted with preparing, there is a reference to the Regulation on your organization or to its Charter, then you should have a copy of them with you for transfer to the other party. To confirm his authority, the head of the firm can serve letters of recommendation from his bankers or business partners known to the other party. A story about your firm 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, can serve as a kind of evidence of authority. In turn, you, accepting partners previously unknown to you, have the right to inquire about their powers, during the conversation ask a question about their partners, bankers, about whether they have the right to sign joint documents. In some cases, it is better to ask your lawyer or the person in charge of paperwork in your delegation to ask such questions (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 committee established at the conference.

7.3. Negotiation technology

Stages of submitting a position The stages of submitting a position, or negotiating, imply a sequence of solving the following tasks: mutual clarification of interests, points of view, concepts and positions of the participants; their discussion (including the advancement of arguments in support of their views, proposals, their justification); coordination of interests and development of agreements. The presence of the first stage assumes that before the parties begin to work out agreements, they will find out and discuss the points of view of each other. At the same stage, a "common language" is developed with the 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 case of conflicting relations between the parties and can take up most of the negotiation time. When the parties are oriented towards resolving the problem through negotiations, the main result of the second stage will be to identify the framework of a possible agreement. In this case, the parties proceed to the final stage - the coordination of interests and the development of agreements. It can include two phases: first, developing a general formula, then agreeing on details. Obviously, the highlighted stages do not follow strictly one after the other. The participants in the negotiations can return to the previous stage, however, the general sequence of these tasks must be preserved. Otherwise, the negotiations may be too protracted or even frustrated.

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

The choice of a negotiation strategy is determined by the tasks that you are going to solve while working with partners. "Bargaining" is a negotiation 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 the extent to which the interests and goals of the partner will be realized. He seeks to "bargain" for the most advantageous final document for himself and focuses on his own victory. “Partner Problem Analysis”, sometimes referred to as the partner approach, aims to solve a problem while maximizing the interests of both parties. The course of negotiations in the implementation of this or that strategy is different. "Bargaining" is focused on manipulating the behavior of the negotiating partner. “Analyzing the problem with the partner” presupposes a significant degree of openness among the participants and the formation of a dialogue relationship. In the real practice of negotiation, none of the strategies in a "pure" form is applied, therefore, in each specific case, one should speak of the dominant strategy. Choosing "bargaining" as such, the negotiator can achieve a number of advantages for himself, but he risks that the negotiations will be thwarted, as well as the fact that the agreements will be poorly implemented. With the main focus on the "partnership approach", agreements are usually more durable. "TORGA" tactics The "bargaining" strategy is carried out by means of various tactical techniques and their modifications. First of all, this is “putting pressure on a partner”, which is realized, in particular, by “using threats” and “bluffing”. The "overestimating the initial requirements" approach assumes that you are asking for much more than you really hope to get when you start negotiations. The last-minute demand approach is that one of the parties, at the end of the negotiations, when it becomes practically 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. Ascending demand is often used. For example, seeing that a partner agrees with your proposals, you put forward new ones. The method of "double interpretation" assumes that during the negotiations, you "put" a wording containing a double meaning into the final document, which will allow you to interpret the agreement in your interests in the future, without violating it formally, i.e. e. by following its "letter". Tactical Techniques of "Joint Problem Analysis with a Partner" When focusing on the strategy of "joint problem analysis with a partner", the "gradual increase in complexity" of the issues discussed can be used. It implies that negotiations start with easy questions and then the participants move on to difficult ones. At the same time, reaching agreements on conflict issues has a positive psychological effect on the participants, demonstrating the fundamental possibility of reaching 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 placing them "outside the brackets" is decided, that is, refusal to consider them in the course of these negotiations. When using this technique, only a partial agreement is implemented. Simultaneous use of both techniques is possible. For example, after “dividing the problem into separate components” and putting some of them “out of brackets”, “a gradual increase in the complexity of the issues discussed” is applied: first, the issues on which the positions of the parties coincide or are close are agreed, and then the negotiators move on to more complex problems. Tactical Techniques of a Dual Nature Some techniques, while being similar in their manifestation, can nevertheless be applied either in "bargaining" or in "joint analysis of the problem with a partner." One such dual technique is "bundling" or "linking", in which several proposals are linked and proposed for consideration as a "package". A "package" within the framework of bargaining involves the linking of proposals attractive to the other side with those that are not very acceptable for it (in fact, "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 problem analysis with a partner." It represents the alignment of interests with the possible benefits for all participants due to the fact that one issue is more important for one side, while the other is for the other. Accordingly, large concessions on less significant issues from each side allow both sides to win. It should be borne in mind that the possibilities of the "package" within the framework of the "joint problem analysis with the partner" are limited, i.e. because the bulkiness of the "package" can lead to a significant decrease in its effectiveness. "Leaving" (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. In a “partnership approach”, this could be, for example, a request for a break to hold informal consultations. Less common is the trial ball technique. Its essence is that the proposal is formulated in the form of an idea that does not commit to anything. The partner is asked to answer the question “what if?”. Often, the opposite side begins to react to this formulation as to a proposal and discuss the prospects for its implementation. The initiator with such a formulation of the question, having listened to the partner, has the opportunity to "take" his proposal back, without risking losing his reputation. Within the framework of the "partnership approach", this technique makes it possible to indirectly clarify the partner's position in order to find a mutually acceptable solution. When "bargaining", it allows you to receive information from the opposite side, which can then be used for your own purposes.

Ministry of Education of the Republic of Belarus

Branch "Vocational College" of the educational institution "Republican Institute of Professional Education"

on this topic: " Negotiation rules»

Completed by: E. V. Neverovich

Checked by: Yu.V. Koida

Introduction

Negotiation Rules: A Step-by-Step Guide

1 Brief description of the stages and stages of business negotiations

2 Stage of preparation of negotiations

3 Stage of the negotiation process

4 Stage of reaching agreement

5 Rules of technique of negotiation

6 Rules to help convince a negotiating partner

Ten rules of negotiation

Negotiation

1 Stages of effective negotiations

3 golden rules of negotiation

9 rules for effective business negotiations

Interesting

References

Introduction

Each person has to deal with what is commonly called business communication. How to correctly draw up 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 respects, the success of their activities depends on how much they master the science and 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, which is associated with the psychology and technology of business conversations and negotiations, did not pay attention at all, believing that there is nothing to teach here.

Times have changed now. First, 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 converse. Secondly, becoming a part of a single business world, we are increasingly transferring existing general laws 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 laws 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.

Everyone should be able to effectively negotiate. You are constantly negotiating - at home, at work, in the store ... And not only with other people - you often have to negotiate with yourself. In any situation when you are trying to settle contradictions, smooth over differences, resolve conflicts, influence people<#"justify">The main problem with negotiating properly is that most people don't quite understand the term correctly. Many would answer that this word describes a good deal at the end of a business conversation.

Negotiate comes from the Latin negotiatus, a past participle of negotiari, which means to do business. This initial meaning is critical in understanding the negotiation process, as you don't just have to negotiate a good deal for yourself. Their goal is to continue working 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 Personnel Management Department of the State University of Management.

Negotiation is an exchange of views to achieve a 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, terms of purchase and sale of goods, when concluding a lease agreement, etc. Negotiations between business partners take place on equal terms, while negotiations between a subordinate and the 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 agreement reaching.

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

Preparation of negotiations:

· Establishing contact between the parties

· Collection and analysis of information necessary for negotiations

· Development of a negotiation plan

· Fostering an atmosphere of mutual trust

Negotiation process:

· The beginning of the negotiation process

· Identifying controversial issues and formulating the agenda

· Disclosure of the deep interests of the parties

· Development of proposal options for agreement

Reaching Consent:

· Identifying options for an agreement

· Final discussion of options

· Reaching a formal agreement

1.2 Stage of preparation of negotiations

Choice of Negotiation Means

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

Establishing contact between the parties. At this stage:

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

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

· relations are established, which are characterized by mutual agreement, trust, respect, often mutual sympathy, inclination to the same wavelength, negotiation interaction develops;

· agree on the binding of the negotiation procedure;

· agree to join the negotiations of all interested parties.

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

· identify, collect and analyze the relevant information about the people and the merits of the case, relevant to the subject of negotiations;

· the accuracy of the data is checked;

· minimizes the likelihood of the negative impact of unreliable or unavailable data;

· identifies the main interests of all parties involved in the negotiations.

Development of a negotiation plan. At this stage:

· defines the strategy and tactics 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 for participation in negotiations on major controversial issues is underway;

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

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

· an environment of trust and effective communication is created.

.3 Stage of the negotiation process

The beginning of the negotiation process is here:

· the participants in the negotiations are introduced;

· the parties exchange judgments, demonstrate goodwill to listen, share ideas, openly present considerations, a desire to negotiate in a peaceful environment;

· a general line of behavior is being built;

· clarifies mutual expectations from negotiations;

· the positions of the parties are being formed.

Identifying controversial issues and formulating the agenda. At this stage:

· identifies the area of ​​negotiations related to the interests of the parties;

· identifies controversial issues that will be discussed;

· controversial issues are formulated;

· the parties seek to work out an agreement on controversial issues;

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

· the techniques of active listening to controversial issues with 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 at a time, 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 existing assumptions for the agreement, or to formulate new options;

· an overview of the needs of all parties is made, in which all controversial issues are linked together;

· criteria are being developed or existing norms are proposed, which can be guided by when negotiating an agreement;

· the principles for the agreement are formulated;

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

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

.4 Stage of reaching agreement

Identifying 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 options. At this stage:

· one of the available options is selected; through concessions by the parties, the parties move 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 the main agreement.

Reaching a 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 of overcoming possible obstacles in the course of the implementation of the agreement (contract) are being developed;

· a procedure for monitoring its implementation is envisaged;

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

1.5 Negotiation technique rules

1.You should avoid statements that belittle your partner's personality, you should involve secular etiquette, politeness and cultural attitudes. In an extreme form, it is better to break off the negotiations (do not make negative assessments).

2.The effectiveness of the dialogue is significantly reduced by the statements that follow 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, clearly trying to find out something without explaining his goals to him. Determine the goals and objectives of the negotiations with him 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 from what has already been said that he misunderstood or seems to him to be controversial. If you misidentify what is the main one, 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 can 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 tries to deduce a logical consequence from the partner's statements, but only within the framework that he asked. Otherwise, it becomes ignored. Developing the partner's thought, you can add what the partner was ready to say, but did not say. You can deduce the consequence from the words of the partner, 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 technique of paraphrasing (do not allow your emotional state).

.The message about how his state is currently perceived goes well with the technique of paraphrasing (do not allow the description of the emotional state of the partner).

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

.6 Rules to help persuade the negotiating partner

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

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

.Don't corner your partner. Give him the opportunity to "save face".

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

.Do not drive yourself into a corner, do not lower your status.

.Don't belittle your partner's status.

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

.If you want to change your mind, 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 inaction that can lead to conflict.

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

.Show that what you are offering is in your partner's interests.

2. Ten rules of negotiation

Successful negotiation requires understanding and using different approaches and techniques. The secret to negotiating success 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 will revitalize the previous experience, and also lays a solid foundation for the upcoming negotiations. In a sense, preparation is nothing more than the implementation in practice of the time-tested truth "measure seven times - cut once."

Basically, preparation can consist of a few minutes of calm concentration just before the meeting begins. Or it may include several hours of brainstorming on best tactics. All other preparation cases are probably between the two mentioned. Preparation may include rehearsal: the discussion will follow your scenario if you rehearse your presentation. So:

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

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

· collect and analyze the necessary information (take the main materials with you for negotiations).

Getting ready doesn't mean everything will go exactly as planned. It will help you adjust and flexibly change your tactics in the face of a sudden turn of events. Experience can shorten the preparation time, but it does not replace it. One famous golfer used to say, "The more I train, the more luck I get." Never neglect preparation, do not spare the time and effort spent on it. Then you don't have to say after the failure of the negotiations: "Now, if I ..."

2. Provide clear communication

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

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

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

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

Clarity of communication is achieved during the preparation process 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, arguing that they "did not quite understand what exactly was being discussed." And if you start to object at this stage, they will never believe you 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 for 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 range of choices, but they must also follow general principles.

The demeanor of the negotiators is no less important. You can give the impression of a person:

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

· organized (same effect);

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

· well trained professionally (you will earn a lot of positive characteristics (experienced expert, knowledgeable, respectable) 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 acceptable. Of course, words carry a lot of weight; but many conclusions are drawn from visual cues, and this should be exploited.

4. Respect your partner

Negotiations contain an element of confrontation, and each participant in the process is aware of this. And although sometimes you need to stick to 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 other people's point 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 your opinion, and be respectful (perhaps without feeling deeply respectful of the other person).

In addition to being polite in difficult situations, showing respect to your partner will strengthen your position. If you stick to a hard line, there is a danger that it will be perceived as a sharp attack, and you will automatically be rebuffed. If, however, rather stringent requirements 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 goals high

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 to achieve a successful outcome. In your preliminary preparation, define your main goals. Think about the best outcome of the meeting and move towards the intended goal. Remember that there are quite a few variables. Let the agreement reached include mutually acceptable values ​​of these variables.

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

6. Agree on a package of conditions

Following this rule, you should discuss the terms in the package, not separately. By agreeing the terms one by one, you lose a certain advantage in the course of negotiations, because many conditions in the package are fixed (not subject to bargaining). A single condition may seem easy and simple. You are happy to agree to it, and then you are offered an item on which you would like to bargain, but you no longer have variables for bargaining.

The principle is simple. Find out a complete list of what the opposing party wants to agree on. In the future, do not allow some of the conditions (possibly important) to be "knocked out by aiming fire" and agreed separately to start discussing the most important conditions at the stage when the room for maneuver is limited.

7. Look for Variables to Bargain

Make a list of variables in preparation, prioritize. Even with the most careful approach to defining variables, you might be missing something. Remember that anything can be bargained for, any condition is potentially variable (including those conditions that are called fixed by one party or another). You can declare an item non-negotiable, and then decide that it is more beneficial for you to concede a little.

Find out what your partner's words about not being able to change really mean. You will have to ask questions, call your partner to be frank. The search for prioritized bargaining variables should continue throughout the negotiation process. When a negotiator is required to take a more compromise approach, he may have to admit that the conditions he hoped to leave unchanged are now becoming variables (and some variables can vary much wider than originally thought).

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

8. Apply generic approaches flexibly

Negotiation success does not come as a result of gimmicks or a show of power. The path to a mutually acceptable result lies through the coordination of many details. Keep this in mind as you negotiate, as the situation gets more complicated as new issues are discussed. You can influence a decision in hundreds of different ways, but your choice must be appropriate for the place and time.

An experienced negotiator has a variety 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 hail of different methods. Use them with surgical precision. Sometimes it is better to remain silent, and sometimes it is worth demonstrating the decisiveness of your intentions.

Do not allow negotiations to be "on autopilot". Each movement must be filled with meaning; it is about what you do and how you do it. Existing approaches and techniques should work for you; true mastery is acquired only through prolonged training. Only your experience will tell you how best to behave with a given partner at a particular point in time.

9. Manage and monitor the process

Managing the negotiation process is critical. A situation is possible when you, concentrating on private issues requiring an urgent solution, lose control over the general course of negotiations.

Do your best to take a half step back and get a "general perspective". In particular:

· take notes;

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

· keep as big a picture as possible in your field of vision;

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

· be ready to react 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).

As you deliberately take this approach, take useful notes, and learn useful skills, your level of competence will increase.

10. Be on the lookout

Do not relax for a second! Even if all goes well, events unfold exactly according to your plan, one agreement after another - beware. Constantly analyze what is contained between the lines of each message; do not assume that events will always develop in your favor. If you take something for granted, it’s only the fact that around every corner you will find danger, change or surprise. Get ready to meet them.

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

Recall the statement of Lord Khor-Belish of the acknowledged master of negotiation: "When someone tells me that he is going to lay all the cards on the table, I keep my eyes on his sleeve." This is good advice for anyone looking to negotiate successfully. Another quote from the well-known economist J. FultonSheen on contracting: "The large print draws attention to the bait, the small print masks the hook."

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

3. Negotiating

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 on the division of clients' property. A group of trading companies share the sales market. A city official meets with public transport officials to prevent a strike. These are all negotiations. Although all 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 whole, any negotiations have their own internal structure - the stages of conducting:

·Planning

· Establishing contact

· Definition of the "rules of the game"

Partner rating

· Scenario development

· Bargaining. Concessions

· Completion of negotiations.

Those 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 are reduced to a sale." It would be more correct to say that a sale is a form of negotiation.

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

Negotiations mean that two people will discuss the subject together. In the course of a discussion, goals may 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 slip away, thanks to the distracting tricks of the opposite side, shifting the emphasis from the main topic to the secondary ones. Therefore, the negotiator must define his goals in advance, breaking them into three groups:

· Long-term goals.

· Probable targets.

· Mandatory goals.

Forward-looking goals are those that you ideally want to achieve.

Probable goals are less achievable, but still highly desirable.

Mandatory goals are those that must be achieved anyway.

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

Establishing contact - creating an atmosphere of trust.

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

Empathy is the ability to understand and accept the "inner world" of the interlocutor. The ability to empathize is the ability to see the world around you through the eyes of the interlocutor. If the negotiator is able to sincerely empathize, then he can create an atmosphere in which the opponent gets 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 the interlocutor about 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, even more so, a conflict, be sure to stop all conversations and go back to reciting the “rules of the game” that you have established.

Partner rating

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

The main tool at this stage is the open-ended questioning technique and listening skills.

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

Prepared questions will help you to 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 record the negotiations on video, you will get a film. The actors in this film will be the negotiators themselves. Like any other, our film has a script. This scenario is called negotiation.

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

Bargaining.

Concessions

This stage is often called the "big IF" For example: "If you agree with X, then I agree with Y." Following the "if ... then ..." method, both sides move along the path of compromise 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 the negotiations, then he expects the same actions from you - this is the main condition of the negotiations.

Completion of negotiations

When all the issues have been resolved, take stock of the items on which you have reached an agreement and close the deal. In all negotiations, the practice of written confirmation of all the details in order to avoid any misunderstandings and the opportunity to hear the phrase: "Yes, there is one more small detail ..." has proven itself well.

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, as the one who controls the beginning often controls their completion. If you allow the other party to start negotiations, you will put control in their hands and, most likely, you will not even notice how it happened. For example, when you ask someone what their allocated budget is, you give them the right to start negotiations. As a result, you will spend time chasing its 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 allow her to take over the situation and direct the conversation in the direction they need. It sounds strange, but this is a very important point. You should be the one to start the deal.

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

2. Always negotiate in writing

Grant knows many vendors who have sat down to negotiate terms and conditions without a written agreement. But the purpose of negotiations is to reach a written agreement, and not waste time on empty talk. From the moment the proposal is voiced, a document must be in front of the client, which includes all the points of the agreement. It becomes a reality for the prospective client.

If you negotiate first and only sit down to write a written agreement at the end, you will be wasting time. If you make changes during negotiations in an already drawn up agreement, you can offer a ready-made 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, which replace each other depending on the situation. Experienced negotiators know how to stay cool, thereby managing the situation and offering various reasonable solutions, while the rest of the participants can be immersed in their own turbulent and often useless emotions that only hinder progress. Crying, aggression, anger, increased intonation will surely help you let off steam and feel better, but they will in no way lead you to a successful negotiation.

When the atmosphere is heating up and everyone is letting their emotions go, stay calm and use logic to suggest a sensible way out of the situation.

These were advice 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, as falsehood is immediately felt. The deal must be beneficial for both parties, otherwise it is no longer negotiation, but coercion.

5.9 rules for effective business negotiations

Before you meet, be clear about the purpose of the negotiations. Sometimes it can be presented in three ways: in the form of the most desirable, acceptable and undesirable outcome of negotiations. Optimally think over the strategy of 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 as well. Ideal if you have many arguments to prove it.

Set up negotiations in a decent place. No office? Make it a good coffee shop. Strangely, this rule is often neglected. The place where you offer to meet already characterizes you.

Think over your wardrobe. Your appearance will dictate how the other person treats you. And not only in the first minutes, but, rather, in the subsequent. If you are not versed in fashion, then do not seek to impress. Dress simply and neatly in whatever is comfortable for you.

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

This combination produces interesting results. The interlocutor breaks the pattern, and in the first half of the conversation he tries to understand with whom he is talking from the point of view of the social role. Often this allows my friend to "push through" the necessary agreements for him faster and more efficiently. But I must say 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 negotiation outcome for you. Smile. Not strained, of course, but sincerely. If you are afraid and worried, then try to translate these feelings into drive and excitement, into sparkle in your eyes. Just do not overdo it, so as not to pass for a person who is a little crazy.

At the beginning of the conversation, give the other person a business card and tell them about yourself and your company. Briefly but clearly. After that…

... ... smoothly move on to why you wanted to host this meeting. Formulate your thoughts as accurately and concisely as possible. If intelligibility is not your strong point, then think over and prepare some summary in advance.

It's surprising how often inexperienced negotiators neglect the last two tips. Sometimes you sit like this with some young man who energetically asked for a meeting, and you can see that it is very important for him to talk to you. But who he is is not clear from vague explanations. And even more so it is not clear what he wants. Minute after minute, and he worries, gets confused, walks in circles and does not get to the point in any way.

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 goes on the way I lead him. Usually a couple of minutes are enough to get to the point. In any negotiation, however, it is better if you direct the conversation, and not your interlocutor. This indicates your strength and self-confidence, and these qualities are always respected.

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

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

As you end the conversation, be sure to articulate and voice your resume. Like: "... that means we have 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 come to a mutually beneficial negotiation agreement

Excerpt 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 about business principles, but gentle with people.

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

· Build your proposal according to 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 side has many interests - clearly define your own and find out their interests

3. If negotiations get stuck, brainstorm for the greater good.

Thinking creatively<#"justify">4. Use objective criteria for decision making

· Resist Pressure, Make Deals Based on Principles

· Determine together which standards and procedures are fair

· Discuss controversial issues in a cooperative spirit.

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

Socrates used this method 2,300 years ago. He pretended not to know in order to encourage others to express their point of view as fully as possible.

Today, many of the wisest and most successful people on the planet have mastered and use this method very effectively, whether intentionally or unintentionally. People who are trying to impress with their intelligence are actually not very smart. Truly smart people know that by pretending not to understand and forcing the other side to explain the same things, they will be able to better understand the interlocutor and better prepare their answer, since they will have more time for this.

Use the 80/20 principle

Remember, the 80/20 Principle<#"justify">Comprehensive Murphy's Laws Recommendations

Eddie's First Law of Business: Never sit down to negotiate before 10:00 am and later than 4:00 pm. In the first case, you will get the impression that the subject of the 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 start negotiating.

The art and ability to sell

No matter what you do, your sales skills<#"justify">References

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

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