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.
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 Asserting things that are not true or taking positions or making an offer that is ultimately withdrawn after the introduction of the [...]
Economic principles assert only future costs and benefits should be used to make decisions. Every negotiator should be aware that humans tend to remember past costs that have been spent or invested. This history and memory creates a bias and influences behaviors during a negotiation.
The introduction of surprise issues, tangential to the negotiation, can act as a smokescreen and slow down a negotiation. They often provide one side to the negotiation more time to reconsider their position prior to making a final agreement.
One party to a negotiation adds items to a negotiated package or deal to enhance satisfaction of the other party. Sometimes used as a deal closer (e.g. and we will toss this in at no charge).
An assessment of yours or the other side's strengths, weaknesses, opportunities and threats.
Used to change the subject, cloud an issue, or delay a decision. A new person may be temporarily introduced into the negotiation. A new issue is brought up that must be investigated. Suddenly the scope of issues is expanded to include broader issues. Significant new information is introduced that must be analyzed.
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 [...]
To put a positive spin on your communications with another party by aligning the topic being discussed with the other party's particular interests or needs.
Taking the distance on an issue that stands between the latest positions and giving each side half. Can be a tactic to make you think you are getting an equitable result when in fact where the negotiation began was to the advantage of the other side. Offer to agree on a halfway position. Make equal [...]