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.
If you have something printed (i.e. price sheet, purchasing policy, employment policy, discount policy, rental documents, regulations, legislation, etc.) it appears to be more legitimate than if you only talk about the policy. This gives you more negotiating power.
A constituent is someone or a group on the same side of the negotiating party but who exerts an independent influence on the outcome through the principal negotiator, or to whom the principal negotiator is accountable. For example, a union negotiator must have an agreement voted upon by the union members (constituents) before it can [...]
Also sometimes referred to as a "Concession" where one or more parties to a negotiation engage in conceding, yielding, or compromising on issues under negotiation and do so either willingly or unwillingly.
A negotiation trading plan is a table or spreadsheet that sets out which goals / positions / tradables you are going to exchange or trade with the other party. A trading plan is an essential part of negotiation preparation, especially for complex negotiations. Trading plans should not only identify the goals of each party, trading [...]
Bringing new information, new benchmarks, or new specifications into the negotiation—can sometimes help bring the parties closer together and can create better outcomes.
The introduction of a new issue that has not been discussed. Sometimes used to throw the other side off balance.
Asking for "just one more thing" after both parties are presumed to be in agreement.
Refusing to make a decision or come to an agreement because you are not allowed to. When you limit your own authority you gain flexibility in the negotiating process.