C

Seeks to obtain equality and to minimize the differences between negotiator's outcomes.

A new offer with different terms made in response to an original offer, thereby rejecting the original offer.

An international trade arrangement with a foreign business partner. A barter system whereby the parties agree to exchange, or purchase (buy back) for resale, goods or services in exchange for another type of goods or services. Goods or services exchanged may be used in the primary product or service being sold.

A negotiator may act crazy or irrationally and make a big scene. Sometimes the other side will give in to their demands simply to get the crazy person to stop doing what they are doing.

A response to an offer that does not come in the form of a counter offer. It is designed to encourage the other party to move off its current position, to make concessions, and ultimately generate creative solutions. You should challenge all Crunches with an equally assertive or greater Counter-Crunch.

Ideas, suggestions and offers that satisfy the interests of both parties to a negotiation. Any concession that has a relatively low cost to one side but a relatively high value to the other side. Creative concessions help you achieve a higher level of interest-based or value-based bargaining through knowledge of the other party's business, [...]

Each participant in a negotiation is pre-conditioned by their respective culture. Willingness to take risk varies widely by culture. Where one culture may find it perfectly acceptable to ask for much more than they need (i.e. leave a lot of room to negotiate) another culture reacts to this approach negatively (i.e. they are lying [...]

Discipline yourself not to provide quick responses. When the other side makes a demand or offer, be it acceptable or not, don't respond to it with a quick "yes" or "no." Just keep quiet and think about it for a while. Better yet, write down a few calculations that only you can see or ask [...]

Humans have a fundamental need to be consistent in their beliefs, feelings, and behaviors. To contradict ourselves is a sign of irrationality. This is why skilled negotiators will often try to get verbal commitments from the other party as the negotiation progresses. If a person agrees to something they are motivated to behave in a [...]

A negotiator starts with a specific style of negotiating such as cooperative, competitive, or individualistic/personal. This style dictates the basis of their negotiating strategy. Research indicates that as a negotiation progresses, people often change their negotiating strategy in response to how the other party is negotiating. Styles tend to converge. When a cooperator negotiates with [...]