Common sense says that a person should disassociate from those who make it harder to reach an agreement. The tactics of disassociation are as important as those of association. Good planning requires a person to search for the right partners. A good negotiator should ask, "Will any of my associates make it harder for me [...]
A negotiator uses disorder to confuse the other side. This tactic deliberately mixes things up. It can be used to forestall a deadlock; make the other side work harder; force through a last-minute demand; or allow one to retreat from a prior concession. Sometimes it is used just to see how well the other person [...]
A negotiation in which the interests of each party is in complete conflict. A gain to one side results in a loss to the other. Also called Zero-Sum Negotiation or Win-Lose Negotiation.
Two quite different meanings. If referring to a multi-party negotiation, one side attempts to get the other side arguing with one another to cause a breakdown in their solidarity. This weakens their power and resolve. If referring to a complex, multi-issue negotiation, it is often helpful to divide up the negotiation into its various components; [...]
When a negotiating goal can be tied to an important business principle or practice, it becomes hard to dislodge. This anchors beliefs to values. Like dominoes, if one falls, they all fall. A negotiator may use an equity or fairness approach in their business negotiations. However, fair-minded negotiators are themselves exploited when they encounter competitive [...]
When a negotiator makes an outlandish initial request, they are more likely to secure agreements to subsequent, smaller requests. 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 than [...]
Every concession implies a degree of commitment or willingness to stand firm. Using a "doorknob" price tells the other side that they have only two choices: accept the last offer or allow negotiations to break down. In either case the final decision becomes entirely their responsibility. The difficulty with a "doorknob" price is that the [...]
A collection of documents, information, and data on a particular person or group. This information is used to gauge probable reactions to proposals put forth in the negotiation. Good negotiators compile a Dossier on the parties they negotiate with. Over time, this Dossier provides valuable information and provides guidance as to the potential behaviors of [...]
Show that you have nothing left to give.
Having a high degree of concern for the interests of others in the negotiation while maintaining a high degree of concern for your own interests.