Also sometimes referred to as the "salami-slice strategy." Much like the "Divide and Conquer" process. Uses threats and alliances to overcome opposition. Using this tactic, an aggressive negotiator can eventually politically dominate the entire negotiation, piece by piece. In this fashion, the "salami" is taken in "slices" until the other side realizes (too late) that [...]
Salary negotiation is a process where one party (usually the employee) negotiates the amount of their pay, income, earnings, commission, salary, wages, wage remuneration, annual review, or salary raise with another party (usually a representative of the employer, such as their manager).
Face is the value a person places on his or her public image, reputation, and status relative to other people involved in the negotiation. Direct threats to face in a negotiation include making ultimatums, criticism, challenges, and insults. When negotiating in a group environment (i.e. there is an audience), "saving face" often becomes very important [...]
An arrangement where one company (the seller), agrees to sell products or services to a foreign purchaser, but also simultaneously agrees to purchase specified products or services from the foreign partner. Also known as parallel bartering and is the most commonly used form in a countertrade agreement in international business interactions.
A phrase that is simple to remember, mirroring confirmed research that shows, where one sets their opening position for any and all terms and conditions involved in a negotiation, that open will subsequently directly impact the outcome of the negotiation. One must "Raise the Bar" in order to do better upon completion. Often paraphrased as [...]
A negotiator may act crazy or irrationally and make a big scene. Sometimes the other side will give in to their demands simply to get the crazy person to stop doing what they are doing.
When the parties to a negotiation establish a climate of trust, mutual understanding, and friendship. With rapport generally comes a willingness to share information. Via this information-sharing process more creative agreements are developed.
Using reverse psychology to get someone to agree to move from a firm position. This technique is based upon the human need to assert one's individual freedom when it is challenged. A negotiator achieves the desired "reaction" from the other party by paraphrasing their negotiating position in a way that makes it sound more extreme [...]
Once the other party establishes an offer, or anchor point, it is wise to immediately make a counter-offer. This minimizes the importance of the initial anchor point. This also signals your desire to negotiate in that you do not accept the initial offer. Do not adjust your BATNA or target based on this initial anchor. [...]
Making similar or like exchanges of information, concessions, introductions, money, or something else of value that are given by one party to another party. Think of: "Tit-for-Tat," or "You scratch my back and I"ll scratch your back," "I did this for you now you owe me." In general we feel obligated to return in kind [...]