A negotiator is asked to agree to a small favor or statement. Later the negotiator is asked to commit to a larger request. The probability of them agreeing to the second, larger request increases if they have already established their agreement to the small request. People generally have a need to demonstrate consistent behavior.
The Forked Tail Effect: Once we form a negative impression of someone, we tend to view everything else about them in a negative fashion. It is hard to recover from a bad first impression.
Breaking down a problem into solvable parts and creating multiple-issue negotiations from what appear to be single-issue negotiations. This process generally leads to better agreements and more creative Both-Win® agreements where new value is created.
If involved in a complex, multi-issue negotiation, it is often helpful to divide up the negotiation into its various components; come to agreement on the simpler issues; and then tackle the tougher issues. This can help pave a way to agreement. During the course of coming to an agreement on the simpler issue, relationships improve, [...]
Organizing information, facts, issues, and potential outcomes so the negotiator can gain a better perspective of what the negotiation will involve and where boundaries should be established. Using a Framing process helps the negotiator gain a better understanding of the relationships between all the factors likely to emerge in the negotiation and consider a variety [...]
An ethical test. Would you be completely comfortable if your actions and statements during this negotiation were printed in full on the front page of the local newspaper or were reported on the news?
Using monetary components or percentages instead of real money. Things like price-per-pound, price-per-month/day/hour, 3% per year, man-hours-per-unit, etc. "Funny Money" is usually given less value than real money. Funny Money can work for you or against you. If you encounter Funny Money in a negotiation, translate for yourself what it means in real money or [...]
Do unto others as you would have them do unto you. In negotiation it is wise to ask yourself, "How would I feel if the other party did this to me?" If you conclude that you would not like it, it means the behavior in question may be regarded as unethical.
Good Cop Bad Cop When two participants play two "roles" in the negotiation. One plays an aggressive, demanding role; the other a more reasonable, friendly role. Sometimes the "Bad Cop" does not even have to be present. The "Bad Cop" could be your supervisor, or someone in authority in a distant office. Be aware [...]
Utilizing creative problem-solving techniques to match each party's needs with the other party's assets to find unique ways to optimize agreement and create more value for each side. There are generally several dimensions and several issues at play in any negotiation. Wise negotiators explore all the issues and dimensions of a negotiation to find trade-off [...]