This is a glossary of negotiation related terms brought to you by NegotiationTraining.com and TableForce
Literally the situation where a party abruptly leaves the negotiating room or table and refuses to return. An example of an aggressive Crunch.
Sometimes walking out or forcing an impasse (deadlock) can be done for strategic purposes. When used as a strategy to test the other side's resolve, or to buy yourself more time, it is important to plan in advance how you will reopen the negotiation at a later date.
People don't like to waste their energy. Once they have worked on something, they want the effort to pay off. The more work they have done in a negotiation, the more they want agreement. Once a negotiator has invested a great deal of time, effort, emotional equity, and money in a negotiation, the more desperate [...]
Making similar or like exchanges of information, concessions, introductions, money, or something else of value that are given by one party to another party. Think of: "You scratch my back and I"ll scratch your back," "I did this for you now you owe me."
The total cost approach is a powerful negotiating tool for any seller under price pressure. Use the total cost approach to defend a firm price. If price appears to be the sticking point, do what Albert Einstein suggested when he said, "No problem can be solved at its own level." Direct your negotiation towards total [...]
One party concedes or yields on issues. While it would appear a concession by one party would bring the participants closer to agreement, sometimes a concession can do just the opposite. Developing a concession strategy is an important part of any negotiation.
Sometimes walking out or forcing an impasse can be done for strategic purposes. When used as a strategy to test the other side's resolve, or to buy yourself more time, it is important to plan in advance how you will reopen the negotiation at a later date.
A negotiation exchange that involves making negotiation concessions or the "trading-off" of issues so as to maximise on each sides' value. So you will offer the other side something that they value more than you, in exchange for gaining something from them that you value more than they do.
Imbed items or issues that are relatively unimportant to you into the negotiation and treat them as "essential." Use these items as trade-off concessions to gain agreement on items you really do value. Asserting things that are not true or taking positions or making an offer that is ultimately withdrawn after the introduction of the [...]
Suggest a solution or option to see if the other side bites. Exploring potential opportunities or alternatives.