AGREE ON EASIER ITEMS FIRST

1
AGREE ON EASIER ITEMS FIRST

• SKIP OVER THE POINTS THAT ARE BOGGING YOU DOWN
  AND COME BACK TO THEM LATER

• Create empathy
• Little by little
• Piece by piece
• Sequence

2
ANGER AND INTIMIDATION

• BY SHOWING ANGER, THE NEGOTIATOR MAY TRY TO
  CONVINCE THE OTHER PARTY OF THE SERIOUSNESS OF
  HIS/HER POSITION BY MAKING IT FEEL THREATENED OR
  UNCOMFORTABLE

• The artful outburst

3
APPARENT WITHDRAWAL

• WITHDRAW FROM THE SCENE, BUT LEAVE A
  REPRESENTATIVE BEHIND TO HEAL THE RIFT, PLEAD THE
  NEGOTIATORS CAUSE, SUGGEST AMENDS, BE
  RESPONSIBLE FOR REINITIATING THE NEGOTIATORS
  PARTICIPATION

• Apparent withdrawal with control
• Simulated rupture
• Simulated withdrawal

4
APPLES ONLY

• ORGANIZE NEGOTIATIONS IN SUCH A WAY THAT THE
  OTHER PARTY CAN EASILY COMPARE THE NEGOTIATORS
  PROPOSALS TO OTHER DEALS

• Unique format

5
ARRANGED LEAKS

• LET THE OTHER PARTY SEE INFORMATION (THAT IT
  THINKS IS CORRECT) AND ADAPT ERRONEOUSLY ITS
  NEGOTIATION STRATEGY.
• EX. LEAVE INFORMATION LYING ON THE TABLE

• Blanketing
• Disinformation
• Fortuitous information
• Open files

6
ASSYMETRICAL EMPATHY

• THE NEGOTIATOR BRINGS FORTH ONLY HIS CONCERNS AND
  GETS THE OTHER PARTY TO UNDERSTAND THEM IN ORDER
  TO GET AN AGREEMENT

7
BACKROOM SECRET NEGOTIATIONS

• EVEN IF ONLY AN OPEN FACE TO FACE REUNION IS
  PLANNED, GET SECRET AGREEMENTS WITH CERTAIN
  MEMBERS OF THE OTHER PARTYS TEAM IN ORDER TO
  REACH SOME OBJECTIVES. THE MEETING IS FIXED
  FROM THE START

8
CALL GIRL PRINCIPLE

• ALWAYS FIX THE CONDITIONS OF THE AGREEMENT BEFORE
  THE JOB IS DONE BECAUSE THE VALUE OF THE JOB IN
  THE EYES OF THE OTHER PARTY TENDS TO DIMINISH
  QUICKLY WHEN IT HAS ALREADY BEEN ACCOMPLISHED

• Before and after

9
BUILDING A SENSE OF IDENTIFICATION

• GAIN CREDIBILITY BY GETTING THE OTHER PARTY TO
  IDENTIFY WITH YOU (AND VICE VERSA)

10
CABOOSE

• MAKE A LAST DEMAND WHEN THE OTHER PARTY THINKS
  THAT AN AGREEMENT HAS BEEN REACHED (LESS
  PSYCHOLOGICAL PRESSURE)

• Nothing is ever final
• Request done after agreement
• Take one more bite

11
CALL THE PLUMBER

• KNOW WHEN TO TAKE ADVANTAGE OF CERTAIN SITUATIONS
  SUCH AS TIMING A NEGOTIATION AT A CRITICAL MOMENT
  FOR THE OTHER PARTY (EX. NEGOTIATING A PRICE
  WHEN THE BASEMENT IS FULL OF WATER).

12
CHICKEN

• THE NEGOTIATOR COMBINES A LARGE BLUFF WITH A
  THREATENED MUTUALLY DESTRUCTIVE ACTION TO FORCE
  THE OTHER PARTY TO GIVE WHAT IT WANTS

• Bluff
• Feinting
• Feinting-bluffing

13
COMMON INTERESTS AT THE FRONT

• LIST THE INTERESTS BOTH PARTIES HAVE IN COMMON
  AND POINT THEM OUT AT CRUCIAL MOMENTS IN
  NEGOTIATIONS IN ORDER TO INCREASE COMPREHENSION
  AND COOPERATION FROM THE OTHER PARTY

• Cooperative egotism
• Emphasize shared goals
• Looking for mutual benefits

14
DELIVERY WITHOUT PAIN

• THE NEGOTIATOR LEADS THE OTHER PARTY TOWARDS HIS
  SOLUTION BY LETTING IT FIND THE ADVANTAGES

15
DIVIDE AND CONQUER

• WEAKEN THE OTHER PARTYS POSITION BY USING
  DISSENSION WITHIN THEIR CAMP

• Division
• Internal split
• Other partys clumsiness
• Other partys weaknesses
• Talleyrand tactic

16
EASY INSULTS

• PRETEND TO BE PERSONALLY INSULTED EVEN IF THE
  OTHER PARTY HAS NOT DONE ANYTHING TO DESERVE IT

• Personal abuse

17
EMPATHY

• GET THE OTHER PARTY INVOLVED IN THE NEGOTIATORS
  POSITION BY MAKING IT UNDERSTAND THE RANGE OF
  ALTERNATIVES AND LIMITATIONS, THEREFORE,
  INCREASING COOPERATION. EMPATHY CREATES BRIDGES
  BETWEEN NEGOTIATORS

18
ENCOURAGE LOOSE LIPS

• LOWER-LEVEL EMPLOYEES WILL READILY GIVE OUT
  INSIDER INFORMATION

19
EXPANDING THE PIE

• BRING ADDED VALUE INTO THE NEGOTIATION IN ORDER
  TO MAKE BOTH PARTIES GAIN FROM A BETTER DEAL

• Enhance the deal

20
FAIR AND REASONABLE

• USE THIS TERM IN ORDER TO OBTAIN AN AGREEMENT
  KNOWING THAT THERE EXISTS A LARGE NUMBER OF
  DEFINITIONS NOT SHARED BY EVERYBODY THAT CAN
  BENEFIT THE NEGOTIATOR OR DISADVANTAGE THE OTHER
  PARTY

21
FISH BOWL ATMOSPHERE

• NEGOTIATIONS ARE CONDUCTED IN PRIVATE. THE
  NEGOTIATOR CREATES A CORDIAL AMBIANCE AND GETS
  THE OTHER PARTY TO APPROACH THE PROBLEM AS A
  JOINT-SOLVING EXERCISE

22
GETTING CAUGHT IN THE MESH

• GET THE OTHER PARTY INVOLVED PUSH THE OTHER
  PARTY TO GET INVOLVED IN THE NEGOTIATION PROCESS
  IN A WAY THAT IT WILL NOT WANT TO QUIT WITHOUT
  GETTING SOMETHING IN RETURN EVEN IF IT IS OF A
  LESSER VALUE

• Implication

23
GOOD COP, BAD COP

• ONE NEGOTIATOR TAKES ON THE ROLE OF THE BAD GUY.
  HE CAN LAUNCH THE ATTACK WITHOUT BEING AFRAID OF
  THE NEGOTIATIONS BREAKING DOWN. THE GOOD GUY IS
  THERE TO COUNTER THESE EXTREME POSITIONS AND TO
  SOOTHE THE SITUATION AFTERWARDS

• Double-cross
• Good guy, bad guy

24
HIGHBALLING

• DISPLAY AN EXTREME POSITION REFUSED BY THE OTHER
  PARTY. THEN, CONCEDE ON THE NEXT POINT WHICH
  INCREASES THE POSSIBILITY OF AGREEING (LAW OF
  RECIPROCITY)

• Big pot
• Obtain more
• High aspirations
• Raising aspirations
• Start demand high (start offer low)

25
HOT POTATO

• WHEN FACED WITH A PROBLEM, RETURN IT TO THE OTHER
  PARTY AND TRY TO FORCE IT TO SOLVE THE PROBLEM

26
INFORMAL MEETING

• ORGANIZE MEETINGS HELD OUTSIDE OF THE OFFICIAL
  NEGOTIATING SESSIONS AIMED AT ESTABLISHING A
  BETTER RELATIONSHIP, WORK OUT PROBLEMS, BREAKING
  A BOTTLENECK OR OBTAINING INFORMATION FROM THE
  OTHER PARTY

• Decompression
• Off-the-record discussions

27
INTEGRITY

• NEGOTIATE WITH A HIGH SENSE OF VALUES, THE
  GENEROSITY TO RESOLVE DIFFICULTIES EQUITABLY AND
  THE COMMITMENT TO MEET THE INTENT OF THE AGREEMENT

28
KEEP COOL

• WHEN FACED WITH AN EMOTIONAL OUTBURST FROM THE
  OTHER PARTY, STAY RATIONAL AND CENTER THE
  DISCUSSION AROUND FACTS RATHER THAN FEELINGS

• Active listening
• Listen politely

29
LIMITED AUTHORITY

• THE NEGOTIATOR SAYS THAT HE MUST OKAY ANY DEAL
  WITH A HIGHER AUTHORITY. SOME TIMES IT DOES
  EXIST, OTHER TIMES IT DOES NOT

• Changing levels
• Escalating authority
• Higher authority
• Missing person
• Overlap
• Undefined authority

30
LOGROLLING

• THE PARTIES ESTABLISH MORE THAN ONE ISSUE IN
  CONFLICT AND AGREE TO TRADE OFF THE MOST
  IMPORTANT ISSUES TO BE REACHED BY BOTH
  NEGOTIATORS SO EACH PARTY ACHIEVES A HIGHER
  PREFERRED OUTCOME

31
LOWBALLING

• OFFER SOMETHING AT A REALLY LOW PRICE, IN ORDER
  TO GET THE OTHER PARTY INTERESTED AND HOOKED.
  THEN, ADMIT THAT IT CANNOT BE DELIVERED BUT OFFER
  SOMETHING IN RETURN. CREATES COMMITMENT AND
  MAKES A PERSON FEEL PLEASED WITH A POOR CHOICE.
  WHEN THE INDUCEMENT IS TAKEN AWAY, THE DECISION
  WILL STILL STAND BECAUSE OF THE PREVIOUS
  COMMITMENT

• Bait
• Bait and switch
• Fabulous offer
• Moderato cantabile
• Shyster
• Too good to be true

32
NO PAIN, NO GAIN

• MAKE THE OTHER PARTY WORK HARD FOR EVERY
  CONCESSION IT GETS. PEOPLE DO NOT APPRECIATE
  WHAT IS TOO EASY TO GET

• Hard to get

33
NOTHING WITHOUT NOTHING

• DO NOT GIVE ANYTHING AWAY WITHOUT GETTING
  SOMETHING IN RETURN

• Exchange
• Exchange for compliance and cooperation
• Fairs fair
• Give and take
• Horse trading
• Reciprocating enforces uninvited debts

34
PLAY DUMB

• MORE INFORMATION AND MORE CONCESSIONS CAN COME
  FROM ACTING SLOW TO UNDERSTAND, LESS DECISIVE AND
  SLIGHTLY IRRATIONAL BECAUSE THE OTHER PARTY HAS
  TO MAKE MORE EFFORTS IN ORDER TO EXPLAIN A
  PROPOSITION

• Absent-minded professor
• Act dumb
• Efficiency of ignorance
• Spreading confusion

35
PRINCIPLE OF SOCIAL PROOF

• WHEN THE OTHER PARTY SEES AN ACTION AS
  APPROPRIATE WHEN OTHERS ARE DOING IT, THE
  NEGOTIATOR CAN USE IT TO HIS ADVANTAGE

• Claque

36
PROVERB ON EXPERTS

• FOR EVERY EXPERT, THERE IS AN EQUAL AND
  APPROPRIATE COUNTER EXPERT

37
RED HERRING

• INSIST ON AN ELEMENT OF LESS IMPORTANCE AND GIVE
  IN, IN EXCHANGE FOR A CONCESSION FROM THE OTHER
  PARTY ON A MUCH MORE IMPORTANT POINT

• Decoy
• Diversion
• Induction
• Red flag
• Shadow offer
• Specter
• Wrong track

38
REVERSE AUCTION

• GATHER THE COMPETITORS ONE IS NEGOTIATING WITH
  BEFORE THE NEGOTIATIONS, CREATING PRESSURE AMONG
  THEM TO OFFER THE BEST DEAL POSSIBLE AND BRINGING
  THEM TO REVEAL THE FLAWS OF THE OTHER COMPETITORS

39
SALAMI

• TAKE A SMALL PIECE AT A TIME UNTIL THE NEGOTIATOR
  HAS THE WHOLE SALAMI. THE NEGOTIATOR BREAKS DOWN
  WHAT HE WANTS INTO SMALLER BITES

• Whittling away

40
SCRAMBLED EGGS

• CREATE DISORDER IN NEGOTIATIONS BY CHANGING MANY
  ELEMENTS IN ORDER TO CONFUSE THE OTHER PARTY, SEE
  HOW WELL IT IS PREPARED. TAKE ADVANTAGE OF THE
  FACT THAT IT MAY BE TIRED AND WILL NOT WANT TO
  START THE NEGOTIATIONS OVER AGAIN

41
SCROOGE

• USE THE OTHER PARTYS GREED IN ORDER TO TURN ITS
  ATTENTION ON UNIQUELY FINANCIAL MATTERS WHILE
  NEGOTIATING OTHER IMPORTANT ISSUES (EX. MAKE A
  VOLUNTARY ACCOUNTING ERROR TO THE OTHER PARTYS
  BENEFIT JUST BEFORE NEGOTIATING AN IMPORTANT
  TECHNICAL ISSUE)

42
TAKE IT OR LEAVE IT

• MAKE AN UNCOMPROMISING OFFER HOPING THAT THE
  OTHER PARTY WILL ACCEPT IT WITHOUT NEGOTIATING IT

• Refusal to negotiate
• Soft and palatable ultimatum
• Ultimatum

43
VISE

• PUSH THE OTHER PARTY TO NAME THEIR BOTTOM LINE.
  MAKES ITS VICTIM THINK THEY WILL HAVE TO MAKE ALL
  THE CONCESSIONS IF THE DEAL IS TO GO THROUGH

• Crunch
• Squeeze