This term originated from analysis of negotiations conducted via email. There is a tendency for people involved in email negotiations to attribute sinister motives to people whom they have not formed any social relationships with. Participants in email negotiations are more likely to suspect the other person of lying or deceiving them, relative to negotiations [...]
The more opposing parties develop intersecting spheres of mutual interest and interdependence, the more bargaining power they are likely to exert. The range of possible outcomes where both parties are satisfied with the agreement. This generally is the overlap area between each party's acceptable low and high range. It also encompasses interdependency created by [...]
In business negotiations this tactic is used to present problems or solutions in pieces so it is hard for the other side to get the big picture.
All negotiations reach a point where the gains of one party are won at the loss of the other. This rationing process is called share bargaining.
When you make an offer, take a position, express an opinion, or ask for something the next thing you should do is "Shut Up." It is human nature to expect a reaction, but if the other party remains silent, there is a tendency to offer more information, make a concession, or fill in the void [...]
A tactic that avoids reaching agreement by claiming without justification the need for more time.
Having a shared enemy or a shared problem can unite people and build trust. Having a common goal or a common problem dilutes the perception that the interests of the parties are completely opposed and helps establish a higher-level relationship between the parties that motivates them to agree rather than disagree.
We tend to like people whom we perceive to be similar to ourselves. Negotiators are more likely to make concessions with people they know and like. Some negotiators get positive results by purposely making themselves "similar" to the other party: body posture, mood, verbal style, and dress.
Used for complex, multi-issue negotiations, 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 agreement on the simpler issue, relationships improve, and communication-understanding improves. [...]
Sometimes side deals can increase the size of the pie for negotiators. Multi-party, multi-issue negotiations provide opportunities for side deals between various participants that act to create new value or resolve issues that pose threats to the main agreement.
