When a negotiator makes an outlandish initial request, they are more likely to secure agreement to a subsequent, smaller request. This is based upon principles of perceptual contrast. If a person lifts a heavy object, sets it down, and then lifts a light object, the person will perceive the light object to be much lighter [...]
Negotiators often approach a negotiation with their focus on dollars, goods, or services—the tangible aspects of the bargain. Good negotiators realize there are intangible factors, personal in nature, that also impact a negotiation. These personal factors are sometimes hard to identify, unless your relationship with the other party is very good. You will have a [...]
Used to refer to a negotiation where the resulting agreement "divides the pie" with each participant taking their share. Since there is a fixed "pie" what one party gets comes at the expense of the other party. In a broader perspective, every negotiation has a distributive component. Negotiations referred to as a Win-Win Negotiation create [...]
One party tells the other that, for planning purposes, "just give me a rough idea of what this will cost." They emphasize that the estimate need not be exact. "don't worry, we won't hold you to it but we must have some idea of what we are getting into." Trying to be helpful, you fall [...]
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 [...]
Support your negotiating position with verifiable information, documents, policies, regulations, and standard terms and conditions. This is a source of negotiating power and tends to hypnotize the other party into compliance. If you find legitimacy being used against you, test it. These things are more negotiable than they appear to be.