 Category :: Negotiation Articles |
Author :: Michael Neill  |
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| Article Title :: Negotiate Like a P.R.O. |
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| Whether you're negotiating a peace settlement in a war-torn country or a peace settlement in an argument-ravaged relationship, strong preparation is the key to success.The following three steps will help you establish the three keys to your preparation - why you are involved in the negotiation, how you intend to conduct the negotiation, and what are the specific outcomes you are hoping to agree upon.1. PurposeKnowing why you are engaged in a negotiation may seem obvious in some situations (to buy a lamp, to stop a fight, etc.), but more complex negotiations generally have more complex purposes.Ask yourself:-Why am I negotiating?-What are the poten (read full article) |
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| Category :: Negotiation Articles |
Author :: Charles Parselle |
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| Article Title :: The Six R's for Changing MInds and Overcoming Resistance |
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| This article borrows from Howard Gardner’s book, “Changing Minds” (2004). In order to get people in conflict to cooperate or collaborate sufficiently to settle or resolve their differences, and perhaps achieve reconciliation, it is necessary that they change their minds. The reason they are in dispute is because they are of two different minds about a particular thing, which is what they are fighting over. People do not change their minds easily. Some people are prepared to be burned at the stake, literally, rather than change their minds, or admit to a change of belief. People cling to the artifacts of their own minds with great stubbornness. This is called resistance. When (read full article) |
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| Category :: Negotiation Articles |
Author :: Robert Abbott |
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| Article Title :: Better Internal Proposals |
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| A colleague of mine has a problem. We belong to the same association and he's been trying for quite some time, without success, to get support for one of his proposals.His lack of results came to mind when a reader asked for ideas about making internal proposals more effective. As she noted in her message, it's necessary to make a business case for proposals, including costs and returns.She's right, and I agree wholeheartedly. In fact I just finished a proposal to an organization I work with and had it accepted on that sort of basis.But, I think all good proposals start where my colleague has trouble. They start with a clear and concise statement about the project: "T (read full article) |
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| Category :: Negotiation Articles |
Author :: Colin Smith |
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| Article Title :: The Ultimate Truth in Persuasion |
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| OK, so you want to improve your persuasion power right?Why? What's your intention?As you know your intent directs the flow of energy in your
interactions with others. So doesn't it just make sense to
have in mind a really clear and strong intent before you
engage in your powerful persuasion mission.If you were to think about the person(s) you want to
persuade what comes to mind in regards to the benefits they
will gain from your persuasion?Of course your 'persuasive pitch' will be received much more
receptively if your intent is strongly biased to their
benefits.So stepping into their shoes what benefits can you perceive
from their angle and looking at t (read full article) |
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| Category :: Negotiation Articles |
Author :: Roger Dawson |
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| Article Title :: Win-Win Power Negotiating |
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| Let’s talk about win-win negotiating. Instead of trying to dominate the
other person and trick him into doing things he wouldn’t normally do, I
believe that you should work with the other person to work out your
problems and develop a solution with which both of you can win.Your reaction to that may be, “Roger, you obviously don’t know much
about my industry. I live in a dog-eat-dog world. The people with whom I
negotiate don’t take any prisoners. They eat their young. There’s no
such thing as win-win in my industry. When I’m selling I’m obviously
trying to get the highest price I possibly can, and the buyer is obviously
trying to get the lowest possible pri (read full article) |
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| Category :: Negotiation Articles |
Author :: Andrew E. Schwartz |
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| Article Title :: Negotiation: A Compromising Position |
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| Negotiating is a hot topic these days for a good reason. It is difficult to imagine a more vital managerial skill than the skill of negotiating. Effective managers must be superior negotiators. Without solid negotiating abilities, managers will inevitably make serious mistakes in dealing with people at all levels, both inside and outside their organizations. As negotiators, managers must concern themselves with substantive issues and their continuing relationships with people. If they push too much, they may create hard feelings and a desire to exact revenge. If they are overly concerned about getting along with others, they may lose in many substantive areas, thereby negatively impacting (read full article) |
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| Category :: Negotiation Articles |
Author :: Andrew E. Schwartz |
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| Article Title :: Negotiating: Forcing vs Compromising |
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| Forcing is a hard-nosed approach that makes heavy demands from the outset. Emotions are displayed frequently, few concessions are made, and the bottom line may be concealed. This technique is used when the other side is determined to make you lose, or in one-shot deals. One advantage of this approach is that it normally uses less time than other approaches and leads to total victory if you have more power than the other side. The disadvantage of forcing is that it can lead to stalemate if the other side uses the same approach. The other side can also become resentful and vengeful.The forcing approach to negotiating places value solely on the substance of negotiations rather than th (read full article) |
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| Category :: Negotiation Articles |
Author :: Andrew E. Schwartz |
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| Article Title :: Avoiding and Accomodating in Negotiation |
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| The avoiding approach to negotiating is characterized by losing, leaving, and withdrawing. No commitments are made, and behavior is impersonal. Use this approach when you would get hurt by staying or when you want to change the ground rules. It is useful when issues are trivial and is helpful when the other side has much greater power. Its disadvantage is that the problem is left unresolved, and this can result in nothing getting done if too many problems are swept under the rug. In the avoiding approach, at least one of the parties displays a subtle reluctance or unwillingness to resolve the issues. This approach is of little use for those working with organizations as it strains relatio (read full article) |
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| Category :: Negotiation Articles |
Author :: Tristan Loo |
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| Article Title :: What Are The Four Types Of Negotiating Outcomes? |
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| Negotiating outcomes are the types of results that can happen at the end of a negotiation. All negotiations end up with one out of four possible outcomes: one party wins and the other loses, both parties lose, they get stuck in a stalemate, or both end up winning. Obviously, the goal in a cooperative negotiation is for both parties to walk away with their needs being satisfied. Familiarize yourself with the four different negotiating outcomes and make it your goal to aim for a mutually-beneficial outcome.Lose-LoseIn this type of outcome, ego’s come into play which thwart the negotiating process. Both sides dig into their positions and are unwilling to compromis (read full article) |
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| Category :: Negotiation Articles |
Author :: Tristan Loo |
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| Article Title :: How To Communicate Using Space |
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| What Is Proxemics?The study of the communicative aspects of personal space and territory is called proxemics. Everyone is surrounded by an invisible zone of psychological comfort that follows us everywhere we travel. This protective bubble acts as a buffer zone against unwanted touching and attacks. Our comfort zone varies depending on who we are talking to and the situation that we are in. The amount of space that we use while interacting with others can play a significant factor in the type of interaction we have with that person.Why Is Proxemics Important For A Negotiation?Proxemics gives a lot of nonverbal information to the other person regarding the level of (read full article) |
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