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 [...]
Red Herring or Garbage on the Lawn: A tactic used to divert a party's attention from the real issue to something tangential or unrelated, allowing the diverting party to gain some advantage.
Provide a term or condition for agreement and commitment that you are willing to be bound by and implement.
An open-ended question used to generate discussion and explore options. Used in the Information Exchange Stage to learn more about the other side, their interests and positions, to test assumptions, and see the opportunities to create value. Used in the Bargaining Stage to develop creative solutions that capture value.
Not using your face to show the emotion you feel inside, whether it be anger, surprise, elation, fear, etc.
A party's demands – what they say they want -- that are supported by interests.
The most a buyer is willing to pay is greater than the least the seller will accept. This overlapbecomes the positive bargaining zone where agreement is possible because each party can achieve a result that is better than their BATNA.
Information regarding yourself and the other party(s) provide power to a negotiator. Collect and assemble information based upon what you know about each party's BATNA, positions, interests, needs, priorities, and key facts.
Knowledge regarding yourself and the other party(s) provide power to a negotiator. Collect and assemble information based upon what you know about each party's BATNA, positions, interests, needs, priorities, and key facts. The more you know about the other person's costs, organization, business standing, and product the better you can negotiate. The more you know [...]