Any issue that may arise in our lives can be resolved through communication. By talking with people on whom the further outcome of the situation depends, you can, accordingly, achieve different results. This is an elementary and basic rule of communication that applies everywhere in human society.
The same rule applies in the business environment. Any actions that involve the will of others can be discussed and agreed upon. Thus, each party can subsequently know what to expect in a given situation. This approach is expressed in the form of a negotiation process, which often precedes the implementation of some important operations and combinations.
The essence of the negotiation process
Let's start with the most general: what is the essence of the negotiation process? After all, if you think about it, you can act in a given situation without the consent of other people. Each of us is independently responsible for our actions - so why not adhere to this rule and simply abandon the idea of conducting business negotiations?
That's right - we can say that this process is optional and, of course, it is not at all necessary to negotiate with other people. True, the consequences of such an approach can be quite unfavorable for the one who takes responsibility for these actions.
Therefore, business negotiations are a very important and at the same time necessary stage that is present in any type of business. With its help, you can find out what your counterparty thinks about a particular issue, what goals he sets for himself, and at what level he assesses the situation that has developed under certain conditions. Having received this information through a discussion of your issue, in the future you will be able to use it for its intended purpose, choosing your own business strategy.
Basis of negotiations
It is also necessary to understand that, at its core, business negotiations involve communication. This is a kind of social bridge between people, which is expressed in a willingness to help each other. In turn, this means the following: in order to conduct a dialogue on any issue, it is necessary to demonstrate your interest in a favorable solution to the current situation, as well as show your readiness to seek and implement this solution. Only under this condition can business negotiations bring any fruit to its participants in the form of consensus or compromise.
Kinds
There are many types of negotiations, divided by form and substance. For example, we can distinguish between internal (conducted between departments of one company) and external (with the involvement of outside contractors) negotiations. You can also recall formal and informal negotiations (the latter, rather, can be called a conversation), the difference in which lies in the degree of formality - the presence of documentary evidence of certain points, keeping minutes, the topics to which this meeting is devoted.
Depending on their nature, negotiations can be divided into counter and partnership. The first ones are carried out when partners need to resolve the conflict that has arisen by reaching some kind of neutral solution that would suit all parties. This type of negotiation can be conducted quite aggressively, since their main goal is to “win” on a particular issue. The partnership option, in turn, is rather the achievement of agreements that are friendly from the point of view of interests. At such meetings aspects of partnership, cooperation and further joint development can be discussed.
Techniques
Any communication occurs using special techniques that participants use to achieve their own goals. The same can be said about the negotiation process.
It should be noted that you should use tools of influence on your partner in several situations. One of them is the impossibility of reaching general agreement. A typical case is when one party insists on compliance with conditions that the other cannot agree to in principle. In this case, each of the participants in the process is tested “for strength”. In addition, in such situations it becomes clear that the maximum that each party can offer to achieve any result. If it becomes clear, for example, that one of the partners really gave up a lot in order to complete the deal, and the second one unshakably stands his ground, perhaps in this case the negotiations should be stopped.
In general, the main tool with which negotiations should be completed is the search for common interests in the interests of both parties. This is done very simply - each participant in the process describes what interests him and what conditions he is ready to agree to. In the future, a line is drawn that will summarize all the proposals and find commonality in them. The compromise solution that the parties were looking for should be based on this.
Differences in business negotiations
Of course, negotiations differ depending on what is their immediate subject. If we are talking about business, then this environment has its own characteristics that distinguish them, for example, from informal agreements.
First of all, it is a clear focus. Partners who have gathered to hold a dialogue on one issue or another know exactly what they want. Accordingly, the discussion of the subject that they conduct is aimed at achieving some common interest. Since we are talking about business negotiations, such interest may be of a commercial nature.
The second difference, which is part of the peculiarities of business negotiations, is mutual respect and equality of participants. Even if the situation that became the reason for negotiations presupposes different positions of the partners, at the level of business communication the participants must treat each other equally, avoiding inequality in status. However, this characteristic rather relates to etiquette (more on this a little later).
Business negotiations can be carried out both collectively and individually - depending on who is the representative of one or another party; and also from the one who takes responsibility for the decisions made.
How are the negotiations going? Stages
In order to understand what business negotiations are, an example of such agreements will be the best visual aid. And you don’t need to look far for it - pay attention to how agreements are created between some advanced state companies like Gazprom and Rosneft. We see the following stages of this process: identifying a problem that needs a solution; creating tools to resolve the issue (each side is looking for arguments in its favor); appointment of direct negotiations. During the last stage, they include: determining the position of each party, communicating it to the partner and a certain result - what exactly the representatives want to achieve on a particular issue.
Thus, we can distinguish three main stages - presenting your point of view, accepting the position of your partner and the result - determining those fundamental provisions with which you agree. Your interlocutor does the same. The peculiarities of business negotiations are such that after going through all three stages, you will receive either a common position on the issues that interest you, or a partial solution. If the negotiation process has dragged on and brought virtually no benefit, we can talk about failure and new attempts to establish contact. Perhaps, in this case, it would be advisable to change the representatives of the parties to new persons (if this is feasible).
Etiquette
In order for business negotiations to be carried out constructively and not develop into a banal quarrel, it is necessary to adhere to special rules of communication. They are called “business negotiation etiquette.” They consist of several fundamental questions that relate to the appearance of the negotiator, his manner of communication, and his sense of tact towards his partner. We will not go into details - this is not necessary, since each specific case of negotiations is unique in its own way. This means that it depends on who the representatives of the parties are, what kind of relationship the participants have, whether there is subordination between them, and so on.
The main thing is to understand that conducting business negotiations requires constant respect for those who are on the other side of the table. In addition, it is important to value the time of those people - so you should not rudely impose on them your point of view or your version of solving the main issue. If they have already rejected your offer once, you probably shouldn't try to convince them. This can get really annoying. It is also important to be able to articulate the message you want to convey using negotiation. That’s why business communications exist: to find a solution that suits everyone in the shortest possible time. If you start beating around the bush during a dialogue, your interlocutor will get tired of it.
Tune in!
In order to present your point of view as quickly and effectively as possible, try to prepare your mind for what you will need to say. This is called “organizing business negotiations” - when you worry not only about the technical aspects of the negotiation process, but also pay attention to yourself as its participant.
Preparation before conducting a business conversation is very simple - you just need to work out in your mind some options for how you will start the conversation, what arguments you will try to mention, what conclusions you will bring your interlocutor to and, finally, what you will be willing to do when yielding to your partner. Also, when performing this exercise, do not forget about the stages of business negotiations - remember them and figure out what you will say at each one. Of course, you shouldn’t think too carefully about your text, writing down your speech verbatim and trying to memorize it. No, the rules of business negotiations indicate that it is absolutely impossible to do this. On the contrary, try to be flexible, prepare for the fact that your interlocutor may put you in conditions for which you are not ready. At the same time, do not forget to stick to the general line of conversation.
Meeting point
Of course, before organizing negotiations, think about where you would like to hold them. It’s great if you are a representative of a large company that has its own specially equipped room where you can discuss all the important points. Surely in this case you will use it. However, if in practice everything is different, i.e. you don’t have your own office, don’t be upset. Any establishment will do: a restaurant or a good cafe, where you can discuss an issue of interest while drinking a cup of coffee.
Again, the type of business negotiations will greatly influence the choice of location. If this is communication with a person who can single-handedly make the decision you need, perhaps you can discuss this issue in a restaurant. If you need to communicate with a team of representatives of the opposing side, then in this case, you might want to think about renting a conference room.
Respect
This has already been said above, but we will repeat: respect is one of the most important rules of negotiations. If earlier we talked about it as a component of etiquette, now we should outline it as one of the principles of dialogue with your partners. This means not just polite communication, but also understanding the position of the person sitting opposite.
Let's give a simple example. If two parties cannot agree with each other, it means that they do not understand each other and continue to follow the line of their own interests. If each partner thought about why his opponent makes this particular decision and not another, perhaps some kind of compromise would be found.
In essence, the negotiation process resembles bidding. If you know what your opponent wants, you can always make a better decision that suits both. And to do this, you need to resort to the technique that will be described in more detail below - you need to hear your interlocutor. It's not just about physically hearing what he says. You need to really understand the position of the person speaking to you. Details below.
Try to hear
Dale Carnegie also wrote in his books that in any conversation it is very important to hear your interlocutor. Because in fact, we all know how to listen, but not everyone is given the ability to hear. The author of books on psychology that have sold millions of copies notes that hearing a person means understanding what exactly he wants to convey. A business conversation, business negotiations and the success of their implementation depends, among other things, on whether you understand what your partner wanted to say or not. If this information is clear to you, it will enable you to make the right decision and thus reach agreement. Otherwise, negotiations may fail if everyone stands firmly on their own.
Perhaps, taking the position of a partner, you may think about violating your own principles and some attitudes, about showing weakness of will and spirit. Nothing like this actually happens! Carnegie points out that by making concessions, you end up benefiting more than if you simply “pull your heels in,” pausing the entire negotiation process.
Smile
Of course, there are a lot of formalities and subtleties in conducting negotiations. If you look at specialized literature, you will see for yourself that the process can be much more complicated, depending on the type and form of business negotiations. To tell the truth, very often this approach may turn out to be unjustified for the reason that it takes the negotiation process as something formalized, perhaps even automated.
In fact, you should always remember: negotiations are live communication with people. Whoever your partner is, he is first and foremost a person who came to the meeting for the same reason as you. At a minimum, this should unite your goals and make it possible to find a common point of contact from which to build. This is the only way to reach some common denominator that will suit all participants in the negotiating group.
Therefore, you should not worry if, out of excitement, you forgot to use some trick or thoughtful move that you had planned in advance. In any conversation, you can always make up for lost time, clarify this or that point, apologize and try to win the interlocutor to your side. And business negotiations are, in any case, a conversation. Try to smile sincerely at your interlocutor - and you will succeed!
Business negotiations are not only an area of business expansion, but also the most important part of an organization’s PR activities, forming and effectively maintaining its image. Successful and professional negotiations expand the positive information field about the company and help attract the attention of potential clients and partners to it.Unfortunately, the role of business negotiations in modern domestic entrepreneurship is not yet high. It is also obvious that in the business community there is a growing awareness of the importance of negotiations in the development of any business and an understanding of the role and importance of improving the culture of negotiations.
Any negotiation is a process of implementing effective interpersonal communications, it is the use of acquired skills of communicative rhetoric, adjusted for the personality of the partner. The most important component of the negotiation process is communication between the parties and their effective interpersonal communication. The communication skills of negotiators, the ability to communicate, make contact and carry on a conversation, largely determine their overall success.
The communicative aspect of negotiations is decisive and therefore the negotiation process is considered as an integral part of verbal communication (primarily dialogue, argumentation), as the ability to effectively use verbal influence to achieve set goals.
The communicative competence of negotiators is thus considered as the ability to maintain verbal stability and confidence in any situation, mastery of interpersonal communication techniques, the basis of which is the theory and practice of dialogue, the art of conversation, and mastery of argumentation in business.
In the theory of business negotiations, we highlight the following topics: styles, methods and types of speech communications; techniques for effective interpersonal communication; the role of spatial and visual organization of negotiations; methods for assessing the motivations, expectations and concerns of participants in the negotiation process; methods of persuasive influence; predicting the level of trust of a partner; basic principles of building partner trust; defining a negotiation strategy; prevention of conflict situations and methods for their correction; strategy of “soft” and “hard” positions in negotiations; the art of systemic dialogue; determining the meaning of nonverbal information; the role and functions of speech and business etiquette.
Practice plays an important role in mastering the art of negotiation. For this reason, the course of lectures pays special attention to the analysis of methods, skills, and techniques of negotiation.
The actual workshop on conducting business negotiations is focused on modern technologies for conducting them, based on the interpretation of practical situations, basic techniques for determining goals and identifying the interests of a partner, methods for finding alternatives, skills for establishing contact with partners, choosing the optimal model of options for listening to the interlocutor; determining the basic models for organizing and conducting negotiations, the basic rules and formulas for conducting business communication; methods of effective business communications based on the desire to jointly search for solutions to problems, ways to protect against manipulation (how and what questions to answer, principles of evasion); practical skills of verbal communication, how and under what conditions to make concessions; choice of tactics of emotional and rational pressure; creating constructive relationships in negotiations; predicting misunderstanding and level of trust; overcoming communication and communication barriers; principles of establishing contact and skills of conducting official telephone conversations; psychological techniques: how to separate the personality from the problem; ethical framework for business relationships; diplomacy of a business dispute, modeling the situation of business negotiations.
Negotiation is the most important tool for resolving business relationships or conflicts. The very intention to negotiate in any situation, and especially in a conflict situation, is worth a lot, and the task is not to miss the chance and take advantage of the parties’ desire to solve problems.
Negotiations as one of the types of creating and maintaining a dialogue with business partners can be carried out with the aim of:
Establishing business relationships;
clarifying the positions of the parties on one or more issues;
exchange of information;
settlement of relations;
deepening mutual understanding;
reaching new agreements;
signing agreements.
First of all, the subject of negotiations must be clearly understood and specified, and the desired goals that the parties strive to achieve must be clearly defined.
If one of the parties believes that it is capable of independently and effectively solving its problems, there is little basis for negotiations. Unless the other side can be convinced that a joint solution to its problems will be more effective. Negotiations will not take place even if the legal framework fully allows all the issues that have arisen to be resolved.
Finally, the parties must show a desire to jointly search for solutions and achieve their goals. This, naturally, implies the willingness of both contracting parties to make mutual concessions and understanding of each other’s interests.
Convergence of interests or too great a divergence of interests make negotiations meaningless. Negotiations are more likely to succeed when your interests and the other party's interests are equal and divergent.
Thus, a situation of mixed interests is necessary. Only in this case we are dealing with interdependent negotiations. The more the parties depend on the success of negotiations, the higher the likelihood of their successful completion. The higher the degree of interdependence, the less likely negotiators are to take advantage of unilateral actions.
Moreover, we should not forget that participation in negotiations itself creates a situation that allows the parties to build new relationships, regardless of the conditions that existed before they began.
All this indicates that negotiations aimed at reaching agreements are a multifaceted process and include several stages:
Preparation for negotiations (including identifying the problem that needs to be solved);
identifying needs and goals;
selection of material and facts;
identifying the interests of the parties;
determination of the zone of intersection of interests ("solution zone");
determination of objective criteria;
formation of proposals and their options;
strategic planning;
tactical planning;
maneuvers and persuasion system;
putting forward alternatives;
analysis of the results of agreements and agreements reached and monitoring their implementation.
Conducting business negotiations
A business conversation often consists of negotiations, the specificity of which is their location in the interval between the two poles of relations: “cooperation” - “struggle”. During negotiations, the parties show a desire to cooperate, but through a struggle of opinions and interests. The more common the goals of the parties and the more interdependent the parties, the greater the need for a cooperative relationship. If one side seeks to gain benefits at the expense of the other, then a relationship of struggle arises, often leading to the breakdown of negotiations. Too much passion for one’s own interests, as well as too much one-sided trust and hypertrophied cooperation are ineffective. Thus, business negotiations are a balancing act between these two poles.Business negotiations include at least three stages:
The first stage is preparatory. Often this stage is missed in the hope of one’s experience and intuition.
In the process of preparing for a conversation, especially important, on which the successful operation of the enterprise depends, it is necessary to draw up a conversation plan, which should reflect the following points:
Can I do without this conversation?
What is the main goal I set for myself in the conversation?
Was my interlocutor surprised when I asked him to meet?
Is my interlocutor ready to discuss the proposed topic?
Am I confident that the conversation will have a favorable outcome for me?
Is the interlocutor sure of the same thing?
What do I want to understand for myself?
What questions will I ask?
What questions might my interlocutor ask me?
What techniques do I use to influence my interlocutor in a conversation?
How will I behave if my interlocutor:
He will agree with me in everything;
will resolutely object and switch to a raised tone;
will not respond to my arguments;
will show distrust of my words;
will he try to hide his disbelief?
What outcome will suit (or not suit) me, him, both of us?
Thinking through these and other questions will give you confidence in business conversations.
The second stage is conducting a conversation. Starting it:
State your first question so that it is short, interesting, but not controversial;
strive for extreme brevity in your presentation of thoughts;
justify your judgments;
do not use words with double meanings.
Asking questions. It has been noticed that to maintain a conversation it is better to ask questions than to pronounce monologues. By asking a question, you show that you want to participate in communication and strive to ensure its further flow and deepening. This reassures the other person that you are interested in him and want to establish a positive relationship with him.
Neglecting questions opens the way to guesswork and all kinds of speculative constructions, attributing to people certain qualities, motives of behavior, and in accordance with this we begin to adjust our behavior, which can lead to ineffective communication, and often to conflicts.
Make sure your questions contain the words “what,” “who,” “where,” “by what means,” “why,” “when,” “how.” This will allow you to cover the entire problem situation for its analysis and eliminate monosyllabic answers “yes” and “no”.
The productivity of a business conversation is ensured by informational, mirror and relay questions. Information questions can be open or closed.
Open questions are structured in such a way that they elicit a meaningful answer (thought, judgment, statement of facts, positions, etc.). If a question is designed to answer only “yes” or “no” or contains the answer itself (a rhetorical question), it is called “closed”. This question is asked in order to obtain the consent (refusal) of the interlocutor; there is an element of coercion in it. For example: “Do you really think you did your best?” The person asking such a question only wants to confirm his suspicion. Otherwise he would have asked an open question: “What did you do?” The first question closes the dialogue, causing hidden irritation in the interlocutor and an internal refusal to continue the conversation.
To expand the scope of open dialogue and ensure its continuity, you can use a mirror question. It consists of repeating, with a questioning intonation, part of the statement uttered by the interlocutor so that he sees his statement from a new perspective. A mirror question allows (without contradicting the interlocutor or refuting his statements) to give a new meaning to the conversation. This gives a better result than asking the question “why?” an infinite number of times, which causes a defensive reaction, excuses, searches for imaginary reasons, ultimately leading to conflict.
However, the mirror question must be used with caution and very tactfully, since it is aimed at obtaining information from the unsaid.
Relay questions are designed to add dynamics to the dialogue. They show the ability to listen and grasp their partner's cues on the fly. At the same time, they force him to open up even more, to express himself differently and beyond what is said.
It is important at the second stage to treat each other's thoughts and ideas favorably and at the same time critically, since it is at this stage that the future solution to the problem begins to be determined.
If your interlocutor objects to your arguments:
Listen to several objections at once;
do not rush to answer until you understand their essence;
check if you are talking to your interlocutor about different things;
find out whether the objections are really caused by different points of view or, perhaps, the formulation of the question was different;
try to give the interlocutor a different interpretation of the facts he gives, help him look at them differently, identify an unaccounted for possibility; after all, almost all events have more than one interpretation;
do not respond to objections in a categorical tone; this will help your interlocutor and you find an answer to your own objections.
Look at yourself from the outside and quickly answer the questions:
Did my mood, unrelated to the content of the conversation, influence the nature of the conversation?
Did I show dissatisfaction with the conversation through my facial expressions and posture?
Am I distracted during a conversation?
Try to express your reaction to the interlocutor’s words with a nod of your head, short remarks: “Okay,” “I understand,” “That’s interesting,” etc., thereby indicating that you understood the interlocutor’s thought and that mental contact with the interlocutor is maintained.
The third stage is an analysis of the past conversation, during which you need to get answers to the following questions:
Did you follow the main line of the conversation consistently?
Did you impose your arguments on your interlocutor when developing a solution?
Were your comments and objections justified?
Did you manage to be tactful throughout the conversation, without prejudice against the interlocutor?
Were you able to achieve maximum usefulness of the conversation and benefit for the business?
This will help you find weak spots in the conversation, understand the reason for your mistakes and the mistakes of your interlocutor, which will help you conduct your next business conversation more successfully if this conversation was not as successful as you would like.
At this stage, you should critically evaluate the information received, for which you need to ask yourself at least three questions:
1. Are there facts confirming the information received? How sufficient and accurate are they?
2. Are the supporting facts relevant? A situation may arise where the stated or implied evidence has little logical connection to the conclusion. It is necessary to think about the basis on which the conclusion drawn (inference) follows from the given facts.
3. Is there information that challenges the logical conclusion of the factual statements? There may be unaccounted information that affects the validity of your conclusion.
Organization of business negotiations
Success in achieving your goals and the impression of the seriousness of the company, i.e., largely depend on the level of organization of business negotiations. its image in business circles.To conduct business negotiations, a protocol group of 2-3 employees is created in medium-sized companies; in large companies, special protocol departments are formed; in small companies, similar functions are often entrusted to the assistant and secretary of the general director of the company. For business meetings, a special spacious, well-furnished room with a large round or oval table is allocated for simultaneous negotiations by a group of partners of up to 10 people. In large companies, it is advisable to have several meeting rooms for groups of different sizes.
Meeting rooms must be equipped with intra-company communications, a fax machine allowing access to international communication lines, and a company computer network terminal. Next to the meeting rooms, it is advisable to have separate rooms with a refrigerator for drinks and electrical appliances for making tea and coffee.
Nowadays it is not customary to receive guests in management offices, and sitting at the head of the table with the letter “T” is generally considered the height of indecency. For a protocol reception of guests, a corner sofa with a low table can be installed in the work rooms. During the meeting, all internal and external telephones must be blocked.
Negotiation technology is a creative process, it is difficult to describe it as a given. Just as there are no people alike, there are no similar negotiations. Moreover, there is no universal algorithm for success in negotiations. According to many experts, the subject of negotiations does not have a significant impact on the technology of their conduct.
The course of negotiations is significantly influenced by the relationship between the positions of the contracting parties: if the position of one of the parties is too and clearly weak, then the negotiation tactics of the other party will obviously be chosen either openly “hard” in style, or “soft” in form, but essentially firm and consistent.
The main types and methods of negotiations retain their importance over time, their structure, rules, techniques for handling objections and business etiquette change.
Negotiation technology is largely influenced by mentality, national styles, methods and techniques of business communication, and the culture of speech behavior in society as a whole. This is why, for example, American methods of negotiation do little to optimize negotiations in the domestic business environment.
For the most part, a set of ready-made recipes written for a different cultural, legal and business tradition is not suitable for negotiations in the post-Soviet space in the conditions of the formation of market relations.
The formation of modern domestic negotiation rules was influenced by several factors. In Soviet times, business negotiations in their direct meaning (conclusion of business agreements, business alliances, etc.) were little used to solve intra-economic problems. All issues, including production ones, were resolved in the appropriate authorities and then sent down to the conflicting parties for execution.
Negotiations are naturally divided into “standard” and “non-standard”. “Standard” negotiations, repeated in a particular market with high frequency. Participating partners are aware of the main circumstances surrounding business contacts, the basic principles of business reasoning, and the availability of standard contract texts corresponding to this type of transaction. The purpose of such negotiations is to agree on certain details that are determined by changes in the market, when mainly two contracting parties (customer - contractor) are involved. “Non-standard” negotiations conducted in a new situation of business interaction, having a complex set of issues and factors influencing their outcome, relevant for their solution, including the cost of the project under discussion. A distinctive feature of such negotiations is their multi-stage nature, depending on the number of possible intermediaries: customer - intermediary - intermediary - performer.
Rules of business negotiations
The rules for conducting business negotiations are the same for everyone; they allow us to achieve our business goals, since they provide the opportunity to speak the same language with all participants in the negotiations.Important rules for conducting business negotiations are:
Gathering information is an important stage in thorough preparation for a business meeting, this includes elaborating the content and solving organizational issues. Information about the company, its success in the business field, volume of operations, financial position, reputation, etc. is very valuable. It is also useful to draw up psychological portraits of the participants in the negotiations themselves. It is very important to understand the true motivation and goals of the other party.
- It is mandatory to draw up a negotiation plan, as well as a strategy for resolving conflict situations if they arise. During the negotiation process, achieving the goal of the transaction is not the only successful option for the implementation of events; along the way, you can establish excellent business relationships with the negotiators, find new and alternative ways to achieve the goals.
- Environment control. By choosing the negotiation style, conditions, and duration, you can achieve your goals. Thus, to establish friendly relations, a meeting in a calm place and a favorable atmosphere is suitable, but in order to put pressure on the opponent, it is worth bringing a lawyer with you with a ready-made agreement. Practice shows that in negotiations the party that organizes the meeting achieves greater success.
- Never immediately reject the ideas and thoughts proposed by your opponent, write them down, and also summarize the main thing, because it often happens that people remember different things and interpret them in their own way, so if possible, take the initiative and then read the recorded information to your interlocutor.
The rules for conducting business negotiations dictate the need to discuss light issues at the beginning of negotiations, which sets a favorable tone for their further conduct.
During the negotiations themselves, participants often follow three approaches:
The first is associated with the confrontation between the parties, when each of them considers it an indispensable need to win at any cost,
the second is the opposite of the first, the negotiators take friendly positions to achieve goals,
the third is the Harvard method, based on reasonable compromises, an alternative view of the problem and the search for a mutually beneficial solution.
The rules of business negotiations also suggest that the winner is usually the one who has more information, a better plan, and a higher degree of negotiating skill.
Business negotiations are a process of interaction between parties aimed at reaching agreements that suit all parties.
Conducting business negotiations includes the following main stages:
Preparation. In most cases, the success of negotiations depends on preparation for negotiations. We are talking about both forming the composition of participants in the process and elaborating the content of the negotiations. The rules of negotiations say that they must be planned so that they last no more than two hours. The first decline in activity at such events begins after 35 minutes. Preparation of business negotiations includes a full analysis of the situation, formation of a set of negotiation style, development of possible solutions, preparation of materials for each of the possible proposals for the partner. When preparing for negotiations, choose one of the options to win over your partner: 1) a scheme, when the conversation is based on formal similarity (“we graduated from the same institute,” “we were born in the same city,” etc.), 2) a scheme, when sympathy is built on common spiritual values: “you and I protect the interests of various companies, but we are lawyers and we have our own code.” To be able to implement any of these schemes, you need preliminary preparation at the level of collecting maximum information about the interlocutor (you can contact the person on social networks, assess his range of interests, find out where he studied, marital status, etc.). You need to write down several scenarios for yourself so that when the opportunity arises, you can incorporate them into the conversation.
Negotiation process. It consists of clarifying the interests and positions of all parties, discussing with arguments and justifications, and obtaining certain agreements. According to the rules of negotiation, controversial issues are discussed with an emphasis on the logical justification of their points of view on both sides. At the discussion stage, you need to defend your own position to the maximum. Do not neglect existing working rules of negotiation.
The rule of three yeses. The principle works according to the rule of answering three questions. Questions need to be formulated in such a way that the interlocutor answers “yes” to them. Usually the first two questions are not significant, but the third is important to you. The questions must be logically connected. You also need to take into account that the psychology of a modern businessman is distinguished by the fact that he does not like to be led, so the conversation can get out of control even on the second question.
The "we" rule. It consists in the fact that the conversation must be carried out in the direction of unification with the interlocutor. Use the wording “we understand”, “we see”, etc. more often. the interlocutor unconsciously begins to identify the opposing companies as a single whole, and accordingly, he begins to resolve issues in such a way as to take into account the interests of all.
Recording of agreements reached. After the negotiations, it is necessary to record the agreements reached, as well as discuss further ways of developing business negotiations. Clarify whether the opponent is ready to return to them later and, if so, when. By doing this, you are preparing the fields for new, perhaps more productive, negotiations.
There are two main methods of negotiation:
Bargaining method. With this scheme, the parties take certain, extremely favorable conditions for themselves, and then begin to concede in a certain sequence. Initially, each of the parties deliberately overstates its positions and, during the negotiations, they successively sort out who is ready for what concessions. This method of negotiation is characterized by unpredictability of results, high time costs and possible deterioration of relations between partners.
Principled position method. This method of negotiation comes down to the fact that the partners do not bargain over who can make what concessions. They jointly look for negotiation points where the interests of both parties would coincide. And where they do not coincide, they are guided by justice.
Features of business negotiations
The purpose of business communication is to organize a joint work process or improve its quality. This distinguishes business negotiations from other types of communication. The second obvious difference is the formality of business contacts. Communication in an official environment requires compliance with clearly established norms, compliance with the role that everyone gets within the hierarchy. Interaction at work is almost always forced, obligatory for the fulfillment of tasks facing its participants.Your role in business negotiations depends on the situation and the interaction style you and your interlocutors choose, here are the most common ones:
1. Authoritarian style. In this case, one of the negotiating parties, usually the one with the highest hierarchical position, openly demonstrates its advantage and strictly dictates its position. This style is appropriate in our time on the part of law enforcement agencies when it comes to compliance with the law. Monopolists, representatives of government at all levels, and managers often show authoritarianism towards their subordinates. However, experience shows that suppression in business negotiations is for the most part inappropriate and can only be used in certain situations that require it:
when the rights of one of the parties are grossly violated,
when disagreement with an authoritarian position may result in harm to society/a third party,
when it is necessary to punish the offending employee (reprimand, issue a warning), etc.
2. Democratic style. In this case, the conversation takes place on equal terms, the position of each of the parties to the negotiations is considered and listened to, the partners strive for mutual consideration of interests, for a compromise solution. A democratic style is possible if all participants in the communication process are ready to adhere to its rules, which is why it is more common in the intellectual sphere.
3. Problem-target style. Such communication is dictated by the current situation and requires mobility, flexibility, and search for non-standard solutions from its participants. It is necessary to adjust the requests of each party so as to preserve their interests and at the same time fit into changing conditions.
The stages of business negotiations are standard in most situations:
1. The preparatory stage (if present) allows you to discuss the issue in a semi-formal setting and come to preliminary agreements.
2. The initial positioning stage involves an open, reasoned presentation by the parties of their opinions and intentions.
3. The search stage is associated with a joint discussion of the issue and the search for the final solution.
4. The final stage is decision making.
Sometimes business negotiations can reach a dead end, which forces the parties to either abandon the resolution or enter a new round of negotiations with the development of other solutions.
The following types of business negotiations are distinguished:
Official negotiations are strictly regulated and require keeping minutes and signing documents.
Informal business negotiations are close to casual conversation and most often do not involve making legally binding decisions.
External negotiations are communication with business partners and clients.
Internal – interaction between employees of the enterprise.
Forms of business communication are quite diverse. Firstly, it can be oral or correspondence. Secondly, business communication can take a monologue form: a welcoming speech, an advertising message, a report, or involve communication between several persons. In the latter case, we can talk about a business conversation, business negotiations (the result is the conclusion of a formal agreement), discussion, meeting, conference, interview with a journalist, telephone conversation, etc.
The peculiarities of business negotiations are also determined by the uniqueness of the national culture. Thus, the French are characterized by a tough style of negotiation, close to authoritarian, but when meeting with the Japanese one cannot be assertive in defending one’s position. Negotiations with the Germans should begin strictly at the agreed time, questions and proposals should be formulated clearly, and at the same time look brand new. With Americans it is better not to go into unnecessary formalities and get to the point as quickly as possible.
In order not to reduce negotiations to a conflict or deadlock, you need to carefully study in advance the norms of behavior of business people in the culture of the country with whose delegation you are planning a meeting.
Business conversations and negotiations
In political, entrepreneurial, commercial and other areas of activity, business conversations and negotiations play an important role. Not only individual researchers, but also special centers study the ethics and psychology of negotiation processes, and negotiation techniques are included in training programs for specialists in various fields. Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions.Business conversation involves the exchange of opinions and information and does not imply the conclusion of contracts or the development of binding decisions. It can be independent, precede negotiations or be an integral part of them.
Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.). The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, resolving organizational issues and preparing the necessary materials, documents, drawings, tables , diagrams, samples of offered products, etc. The course of negotiations fits into the following scheme: beginning of a conversation, exchange of information, argumentation and counter-argumentation, development and decision-making, completion of negotiations.
The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention.
These rules, by the way, retain their significance during negotiations:
1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.
2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.
3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.
4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.
5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.
6. Acceptance. Try to accept the other side and be open to learning something new from your partner.
The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.). The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. There are the following types of questions. Information questions are designed to collect information that is necessary to form an idea about something.
Test questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as I do?”. Directing questions are necessary when you do not want to allow the interlocutor to force you into an undesirable direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.
Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”
Alternative questions provide the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best, Monday, Wednesday or Thursday?”
Confirmatory questions are asked to reach mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion that...?”, “Surely you are happy that...?”.
Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is a skillful psychological technique that, when used correctly, can provide significant benefits.
Introductory questions are designed to identify the interlocutor's opinion on the issue under consideration. These are open questions that require a detailed answer. For example: “What effect are you hoping for when making this decision?”
Orientation questions are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”
Unipolar questions involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.
Negotiation-opening questions are essential for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem... without risking anything, will you be interested?”
Closing questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?”. And then, without an additional transition, you can ask a question concluding the negotiations: “Which time of implementation of this proposal suits you better, May or June?”
Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.
Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.
Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.
Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.
The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.
Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.
And lastly, a negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties.
Preparation of business negotiations
The success of negotiations depends entirely on how well you prepare for them. Before starting negotiations, it is necessary to have a developed model:Have a clear idea of the subject of negotiations and the problem being discussed. The initiative in negotiations will be with the one who knows and understands the problem better;
- be sure to draw up a rough program and scenario for the course of negotiations. Depending on the difficulty of the negotiations, there may be several projects;
- outline moments of your intransigence, as well as problems where you can give in if a deadlock in negotiations unexpectedly arises;
- determine for yourself the upper and lower levels of compromise on issues that, in your opinion, will cause the most heated discussion.
The implementation of this model is possible if the following issues are studied during the preparation of negotiations:
1) the purpose of the negotiations;
2) negotiation partner;
3) subject of negotiations;
4) the situation and conditions of negotiations;
5) those present at the negotiations;
6) organization of negotiations.
This is the first stage of the negotiation process, and the future of both the negotiations themselves and the decisions taken at them largely depends on how it is carried out. Experienced managers believe that the success of all future activities primarily depends on this.
At this stage it is necessary:
Work out procedural issues (where and when is it best to conduct negotiations, what kind of atmosphere is expected during negotiations, is good relations with a partner important in the future, etc.);
- collect the necessary information (conduct a diagnosis of the state of affairs, determine the strengths and weaknesses of the proposed positions, predict the balance of power, find out who will negotiate and the interests of which group they represent);
- clearly formulate the purpose of participation in negotiations (in reality, any negotiations are carried out in order to achieve results that would be the most desirable and acceptable).
Thus, preparation for negotiations involves work in two directions: preparation of organizational issues and content. Organizational issues include such issues as the formation of a delegation, determining the place and time of the meeting, the agenda of each meeting, agreement with interested individuals and organizations on issues affecting them.
The date of negotiations is determined in advance, taking into account their duration. In this case, you should take into account upcoming business trips and vacations, family events of partners, as well as days of the week (the most convenient are Tuesday, Wednesday, Thursday). The meeting place is also determined in advance. It should be borne in mind that visiting a partner’s apartment and holding negotiations on his territory is a sign of respect for him. But it is more profitable to negotiate on your own territory.
When arranging a meeting (by phone or in writing), do not go through more than seven steps at a time: greeting, introduction, acknowledgment, purpose, date and place, thank you.
It is also important to determine the composition of the delegation. The responsible person signing the agreement must be present at the negotiations. The group must include specialists and experts in negotiation issues. Each member of the delegation plays a role in the negotiation process. Some conduct negotiations, others prepare various certificates on the subject of negotiations, others analyze the information received during negotiations, give it an expert assessment, look for ways out of difficult situations, and direct the further course of the conversation. The key to successful negotiations is consistency and coherence in the work of the group, and confusion or failure in the organization will be immediately used by the partners.
A) analysis of the problem and formation of a common approach to negotiations;
b) identifying possible solutions and preparing proposals that meet one’s own position.
First of all, when preparing for negotiations, the main problem that will form the basis of the negotiations is analyzed. What is its essence? Are there other ways to solve it that require less cost and effort? What goal are both sides achieving? At the same time, the most important element of preparation for negotiations is the identification of possible solutions. They must be found and assessed before the negotiation process itself begins. To do this, you should conduct a preliminary “screening” of the maximum possible number of solution options: some of them will be acceptable for one side, some for the other. The preparation phase involves evaluating these options depending on their degree of acceptability.
In the preparation process, it is necessary to think through the argumentation of possible proposals that correspond to one or another solution option. Even a very good idea, without being put into a clear, constructive form, can die. Therefore, the wording of proposals should be quite simple and unambiguous.
At the preparatory stage, it is important not to “drown” in the problems, facts, and issues that the negotiators face. A number of methods have been developed to facilitate the substantive side of preparation for negotiations.
One of them is the preparation of balance sheets. Various decision options are written down on a piece of paper and against each of them - possible positive and negative aspects of its adoption. This takes into account how the partner currently perceives the situation, as well as how it is desirable for him to perceive and evaluate the problem. This provides a clear picture of possible options for solving a problem and the consequences associated with their adoption.
Another method that makes the preparation process easier is brainstorming. Unlike the previous method, it is aimed not at assessing existing solution options, but at generating new ones. Brainstorming involves collective preparation for negotiations. Each of the participants offers, as far as possible, the maximum number of options that should not be discussed immediately: no criticism, even if the idea seems “crazy.” This is necessary in order not to limit the creative freedom of the participants: fear of critical comments may lead to the “hiding” of very promising solutions.
If, when preparing for negotiations, it is decided to use both methods, then it is more advisable to start with brainstorming. It gives a kind of impetus for further work.
Types of business negotiations
They can be formal (round table, participants in formal suits, a secretary with aromatic coffee). They end with the mandatory signing of the protocol and other important papers. Business negotiations with a partner (or several) can be informal - without protocol, in a semi-friendly atmosphere.Business negotiations are also divided into internal (when only members of their team are present) and external (customers, partners, or competitors are present) - members of a third-party organization.
Negotiations in business vary greatly in terms of psychological mood and goals to be achieved. They can be partnering and confrontational. In the second case, the negotiator’s goal is an unambiguous victory, and no concessions to himself.
In the first case, business negotiations may end in a mutual agreement. Both parties work on this result, analyzing and proposing the best solutions. There are no losers here, unlike the second method - confrontation.
There is another interesting method developed by Harvard graduates and professors. This is a principled negotiation method. He envisages the path of the famous carrot and stick, alternating between firmness of position and concessions. The main goal is the essence of the issue (its achievement), and not the principle of mutual concessions or no concessions. A tough position, considering first of all the essence of the issue.
To properly conduct business negotiations, you should think everything through carefully. You need to ask yourself a number of questions:
What is the purpose of business negotiations?
- What are your interests?
- What are you willing to compromise on, and what - under no circumstances.
In this case, you need to take into account constructive methods of business negotiations:
Common area of decision (responsibility) - the opinions of all participants in the negotiations are expected to be voiced; you need to find something that is interesting and necessary for everyone;
identifying a compromise (what all parties are willing to accept);
zone of agreement (general or partial agreement as a result of negotiations).
If the problem cannot be solved in all its points, it should be divided into its components. And decide in parts. Those issues on which such an agreement is not reached are removed from the agenda or transferred to the next business negotiations.
Team or individuals
A business conversation or business negotiations can take place both between teams and between individual specialists. In the first case, experts in different fields can be brought together. This gives the negotiations a multilateral character and allows issues to be resolved comprehensively.
And yet, responsibility for the result lies with a certain person (or several). A problem in team negotiations can be differences of opinion between members of the same group. Agreement will take longer than with a one-man approach.
If business negotiations are conducted between two people, there is a high probability that they will come to an agreement faster than with a collective approach. Responsibility also lies with the individual negotiator.
Experienced negotiators use psychological techniques and manipulation when they are on their territory. This is an advantage over the other side. Its representatives feel more vulnerable when they are on someone else's “playing field”.
In business negotiations, the design of the room matters, the way the participants are seated - everything that directly affects the course of the meeting. And that means its result. Negotiations on one's own territory are considered ideal. You can manipulate the emotions of your opponents and organize a meeting in such a way as to make one or another impression about yourself without even saying a word.
Experts distinguish three stages of business negotiations (in fact, of course, there are more of them):
1. Mutual agreement of points of view, clarification of concepts, detailing of the positions of all parties.
2. Discussion of the possibility of all parties to the negotiations to accept certain points and reach agreement. Justification of the arguments.
3. Achieving agreement on all positions and developing points on which agreement is reached or not reached.
It is important to understand that not all of these stages strictly follow one another - they may alternate, or some item may not be used at all.
There are quite a few styles of business negotiations, and their elements can be combined. But three of them are still highlighted as basic:
Each of these styles is suitable for different types of business negotiations and is combined with different methods of conducting them.
Authoritarian style is a tough position of the negotiator without taking into account the opinions and interests of other participants. Monopolistic companies often adhere to this style in relation to small firms. Or representatives of law and order in relation to persons violating it.
However, often this style does not lead to the desired result, especially if the other side also rigidly adheres to its position. Therefore, it may be inappropriate when both participants in business negotiations are in approximately the same psychological and financial positions.
Democratic style of business negotiations - both parties take into account each other’s opinions and try to work as partners. In this case, a compromise solution is achieved in most cases. This style is more common in a creative, intellectual environment. The general rules of this approach are mandatory for everyone, and they try not to break them.
The target style of business negotiations is activity, flexibility, quick reaction “on the fly” - this is what distinguishes this approach. Brainstorming sessions often take place in this style, and this is how creative groups operate. The interests of each side are adjusted quickly; mobility is the main quality of negotiators.
After business negotiations in any style, the golden rule is to analyze all points and behavior of both parties. This will allow you to adjust the methods, approaches and styles of business negotiations in order to be even more effective next time.
Stages of business negotiations
Conducting business negotiations involves several stages. It all starts with a very important and responsible process - preparation for business negotiations. This is usually done by a group of people whose task is to find out and analyze not only their own goals, means, capabilities, etc., but also the position of the opposite side. Depending on this, the necessary documents are prepared, figures are presented, reports are collected, and an analysis of certain possibilities is carried out. When the preparation is completed, the parties agree on a meeting. The meeting itself is also divided into several stages.At the first stage, the parties get to know each other, greet each other, try to create a friendly working atmosphere, in general, set the tone. A good, friendly start is the key to business negotiations being as productive as possible.
At the second stage, the parties move on to presenting information - voice their goals, identify interests, demonstrate opportunities, etc.
At the third stage, it is customary to convincingly prove your point of view and defend your own benefits. In essence, the participants prove to each other that their proposals are better and will help to more successfully implement their plans.
There are many techniques, rules, tricks, etc., on how to defend your positions as much as possible. But at the same time, we must not forget that rudeness, impartial statements and other maneuvers in the same spirit can harm the matter.
The fourth stage of business negotiations is conventionally considered the phase when opponents proceed to refutations. That is, whenever possible, negotiators provide evidence that certain arguments, justifications of the other side were not complete, not entirely correct, and the like.
In the “heat of battle,” however, we should not forget that the main goal of this phase is not to destroy the enemy morally by accusing him of lies and forgery, but to push him to the opinion that if you do it your way, it will be better for everyone.
At the last, fifth stage, the negotiating parties must come to an agreement... or not.
A positive result of business negotiations, in fact, is not considered to be a decision “to do everything as I said,” but an agreement that allows one to achieve the best option for cooperation with the least concessions on one’s part.
That is, you will still have to make concessions, but it is important to choose correctly what to make concessions on (this issue is thought through at the preparation stage) and, of course, remain as correct as possible during the process (this issue is regulated by business etiquette).
Based on the results of business negotiations, an important final stage is carried out. It is customary to discuss the agreements reached here. And also make “curtses” towards the interlocutors: praise personal qualities, evaluate the work previously carried out, recognize the atmosphere as friendly, the work as fruitful, the participants as real professionals with whom it is a pleasure to deal.
If the desired result was not achieved, analysis is still necessary. In this case, they thank the interlocutors, voice issues on which mutual understanding was reached, compliment their business qualities, etc. In general, they try to end the communication in such a way that this potential partner is not lost forever and keeps in mind that perhaps in the future they will want to discuss the terms of another cooperation with him. Based on the results of business negotiations, it is also necessary to draw up relevant documents, which can be presented immediately or after an agreed time. After the opposite party leaves, a conversation is usually held within the group of negotiators. Here the results are summed up, mistakes in business negotiations are clarified, and the enemy’s strengths and weaknesses for the future are clarified.
This, of course, is a very simplified scheme for conducting business negotiations. For the success of the event, it is important to take into account many nuances, have knowledge of psychology and negotiation tactics, and have the necessary business qualities and training.
Based on this, each businessman builds his own scheme and applies his own methods. One thing remains unchanged in any case: maximum correctness, respect for representatives of the other party and the willingness to come to an agreement, and not force the enemy to unconditionally accept your point of view, play an important role in business negotiations.
Business negotiations with partners
Considering business negotiations in a psychological context, the following stages that influence their success should be noted:
Preparing for negotiations.
Direct negotiations.
Formulating the purpose of the negotiations.
At this stage, you need to specifically decide what you want to achieve from the upcoming meeting and clearly formulate this goal for yourself. For clearer specification and clarity, it is advisable to state the purpose of the negotiations in writing. However, during the negotiation process, you should not unambiguously and rigidly adhere to the set goal; let the situation develop naturally and perhaps it will take an unexpected and more beneficial direction for you.
Preparation for negotiations can be divided into the following points:
1. Solving organizational issues. Among the organizational issues in this context, it is necessary to note the choice of place for negotiations. The greatest advantage for you is a meeting on “your territory”, or, in extreme cases, on “neutral”. Of course, agreeing on the location of the upcoming meeting can already be considered as independent negotiations and act in accordance with the strategy outlined here.
2. Processing information previously received about the partner in order to develop appropriate behavior. A positive result of negotiations is the achievement of agreement on any issue. A well-known psychological trick is “make your partner say yes three times, and you will get closer to success.” Collecting and processing information about a partner is aimed at identifying points of agreement and contradiction, as well as identifying the partner’s strengths and weaknesses in order to be able to control the situation. If possible, determine your partner’s opinion on the following issues: politics, religion, hobbies, basic life principles, family relationships, etc. If in any area views that are completely opposite to yours are revealed, try to temporarily penetrate and agree with these ideas and at least achieve your neutral attitude towards these issues. Find out about his reputation in circles relevant to your question and draw conclusions about what you can expect from a partner. From the internal psychological characteristics, it can be useful to identify the system of its perception: visual, auditory, kinesthetic. The strongest and weakest channels of perception.
3. Psychological modeling of negotiations. Now, having understood from the previous paragraph who the meeting will be with, we can model various options for the development of the meeting. You can offer several options for modeling negotiations: written, on two chairs and with an assistant.
Written modeling
Take a blank sheet of paper. Visualize your partner in your mind and write down what you want to tell him. Then imagine what he could answer you and write it down on the next line. Continue until you reach complete agreement with your imaginary partner on at least the topic of the upcoming negotiations, and at best on all the topics mentioned in the previous paragraph.
Two chairs
Place two chairs, one opposite the other, take one chair, and imagine your upcoming partner on the opposite one. Tell him the first thing that comes to your mind, and as soon as you feel that you have nothing more to say, or that your partner may object to you, move to another chair and answer on behalf of your partner. Success rates are the same as for written modeling.
Simulation with an assistant
Choose an assistant (at best, someone who is familiar with your partner or similar to him in psychological parameters) and perform a kind of performance of the upcoming meeting. Let the assistant come up with all sorts of objections and refusals, and you, in turn, find a way out of the situations created by the assistant to win for yourself. The signal for the end of the workout is your complete feeling of control over the situation, a feeling of success or victory.
If you know that more than one opponent will be involved in a negotiation, be sure to include all possible meeting participants in your modeling process.
After the simulation, you should clearly note to yourself that the simulation is completed, and try to completely switch your attention to performing your normal activities or take a walk, relax with friends, etc.
Direct negotiations
As mentioned above, the goal of negotiations is to achieve your partner's agreement with your proposal. Psychological factors of agreement include a feeling of comfort, trust and interest in you and your proposal. In this regard, the presentation of your proposal must be structured with an emphasis on the benefits that your partner can receive from it, and only after that move on to what you need.
To create a comfortable and trusting relationship in the communication process, first of all, you should pay attention to the distance between the interlocutors. If you get too close to your partner, he may feel like you are encroaching on his territory; on the contrary, if you move too far away, he may lose interest in you. Keep in mind that this comfortable distance can vary significantly from person to person. Also, your partner’s attitude towards you may change depending on the direction in which you are towards him (left, right, face to face). For example, in the reception area, the visitor’s place is usually located in the leader’s comfort and strength zone (it can be chosen when the office is first arranged or developed during the work process). If you take this place, then the owner of the office will have undeniable advantages over you, and besides, you will be one of the thousands passing before his eyes. Next, you can highlight a zone of vulnerability; in that zone, your partner will experience discomfort and inconvenience in front of you, which is also undesirable for the success of negotiations (but can be useful if you are being “pressed”). The best option is to take a position in which your partner feels comfortable and feels the novelty of the situation, that is, a zone different from his zones of strength and vulnerability. The location of these zones can also vary significantly from person to person.
The next factor of comfort and understanding is speaking the partner’s language. During the conversation, try to use the same perceptual system as your partner. If he is a visualist, it is necessary to look into his eyes more often and in conversation use words related to this system of perception (look, see, form, imagine), actively use drawings, diagrams; When communicating with an auditory learner, try not to allow long pauses in the conversation; the key words of this perception channel include words like talk, explain, listen, loud, sound, etc. To be more understandable for the kinesthete, try to take the same posture and gestures as his, use the opportunity of physical touch. To clearly clarify some questions, use available objects. In conversation, use more words like feel, feel, light, etc. If you notice that your partner is “pushing” and you are losing control of the situation, then in this case it may be useful to change your channel of perception to the least developed channel of your partner. Also, in all cases, a change of posture, a “random” switch of attention, is useful, for example, you heard some sound in the corridor or saw an interesting object.
To monitor the correctness of your actions, use observation of your partner's nonverbal signals. A natural or slightly “elevated” posture and the direction of the whole body, or the tips of the legs and arms, indicates interest and agreement with you. Wandering your gaze over surrounding objects, tapping your fingers, or playing with some object means a lack of interest in the topic of conversation. Crossing your arms or legs (if the toe of your upper leg is not pointing in your direction) indicates disagreement with you. Tugging, shaking off clothes, tapping your foot on the floor, or suddenly switching to doing some “non-essential” things not related to the negotiations means a desire to quickly finish the current topic. The expression on his face can also tell a lot about his partner’s condition (but consideration of this issue is beyond the scope of this article). Depending on the type of non-verbal signal from your partner, take appropriate measures to direct the negotiations in the right direction. Finger tapping can be stopped by asking someone to hand over an object. Crossed arms and legs - a change in your location, and the partner will be forced to change his position so as not to lose you from sight. If your partner wants to finish the current topic, you should move on to a question that is more pleasant for him, and then try to return to it in a different semantic context.
And finally, it should be noted an important secret to the success of communication. If in front of you is a person of the opposite sex, then first of all you should remember that this is a woman or a man, but signs of attention should be shown very carefully and naturally.
At first glance, the information presented in this article may seem voluminous and difficult to master, but as the great commander Alexander Suvorov said, “Hard in training, easy in battle,” and after a long painstaking study, many observations and tests, the day will come when, after the next negotiations you can say in the words of the famous Roman emperor Julius Caesar - “I came, I saw, I conquered.”
Etiquette of business negotiations
Business in our time is built not only on an economic basis, but also on an ethical one. Just as it is unacceptable to violate generally accepted rules of entrepreneurship in commerce, it is also unacceptable to violate the rules of business etiquette. It is following the rules of business etiquette and ethics of business communication that is the key to success in business. In other words, compliance with the rules of business etiquette and business ethics is one of the necessary elements. Nowadays, we increasingly have to deal with conflict situations in production, in the business sphere and at a higher level - in government agencies and international relations. Therefore, it is relevant to develop a culture of official communication, which includes a number of general points - the rules of official etiquette. Failure to comply with these rules leads to unpleasant consequences. Thus, the inability to conduct a work conversation, the inability to behave sociably with colleagues at work, in addition to wasting the time of many people, brings a lot of unpleasant moments.To avoid these excesses, it is enough in the service to observe, although formal, but absolutely mandatory requirements: a polite tone of address, laconic presentation, tactfulness, sociability, naturalness, goodwill.
When conflicts arise, it is increasingly necessary to resort to negotiations in order to resolve differences. American experts Robert Fisher and William Urey, authors of the best-selling book in the field of negotiations “The Path to Agreement, or Negotiations without Defeats,” published in the early 80s and going through 16 editions, translated in more than 30 countries around the world, identify three approaches (strategies ) to negotiations: soft, hard and principled, arguing that the most effective is a principled approach.
Soft method. A person who is gentle in character wants to avoid personal conflict and is willing to make concessions in order to reach an agreement. He wants an amicable outcome, but the matter most often ends with him remaining offended and feeling slighted.
Hard method. A tough negotiator views every situation as a contest of wills in which the side that takes the extreme position and persists in its position will gain more. He wants to win, but he often ends up causing an equally tough situation that exhausts him and his resources, as well as ruining his relationship with the other party. The Principled Negotiation Method is a third way of negotiating that involves a position that is not based on weakness or strength, but rather combines both.
The principled approach, in contrast to hard and soft, is aimed primarily at cooperation and a joint search for new solutions to the problem. The approach from a position of strength, as the practice of negotiations has shown, is flawed, because can lead to a break in relationships or obtaining only a one-time gain. A soft approach aimed at quickly concluding an agreement to the detriment of one’s interests can also lead to immediate gains, but in the long term it turns out to be unworkable because if the relationship is maintained, the positions of the parties are lost. And only an approach based on cooperation and the search for a mutually acceptable agreement allows both parties to achieve a result in which there will be no winners and losers, both sides will benefit. This approach, according to Fisher and Urey, involves being soft with people and hard with the problem. In other words, instead of getting angry, blaming each other, or agreeing with the first proposal, the parties explore the problem and interests of each party (the needs, fears, desires that make up the motivation of the negotiating partner).
It should be remembered that the negotiator is, first of all, a person. The fundamental reality of negotiations, which is easily forgotten in the process of international and business contacts, is the fact that we are not dealing with abstract ideas of the “other side”, but with people. Your partners at the negotiating table have emotions, deep commitment to certain values, different life views, moreover, they are unpredictable, just like you, by the way.
Each participant in the negotiations strives to reach an agreement that would satisfy the vital interests, and for this purpose they are being conducted. Relationships are usually tied to the problem. The main consequence of the human factor in negotiations is that there is a tendency for the relationship between the parties to discuss the merits of the matter. Sometimes remarks made to highlight a problem are taken as a personal insult, which leads to conflict. But addressing the merits of the issue and maintaining a good relationship do not have to be conflicting goals if the parties decide to consider both aspects.
Whether a deal is struck or a dispute is settled, the disagreements that arise are determined by the discrepancy between the train of thought of one partner and the train of thought of the other.
Understanding another person's point of view does not mean immediately agreeing with it. But if you better understand his way of thinking, you can move on to reconsider your own views. This helps to narrow down the area of conflict and also to move forward in your own interest, which is newly stimulated by the knowledge gained. You can't infer people's intentions based on your own fears. Suspicion often stems from prejudice and interferes with reaching agreement. You also cannot shift your own blame onto someone else.
In negotiations, especially if they have reached a dead end, emotions can be more important than the discussion itself. In this case, the parties are more ready to fight than to cooperate in developing an agreement regarding a common problem. Emotions on one side cause emotions on the other. Fear can cause anger, and anger can cause fear. Emotions can quickly lead negotiations to a dead end, or even stop them altogether. Therefore, it is very important to manage, first of all, your emotions and monitor the emotions of your partners.
The difference between positions and interests in negotiations is that a position is something that is decided upon, while interests are something that causes a decision to be made. The main problem in negotiations is not the conflicting positions, but the conflict between the needs, desires, concerns and fears of each party. Interests motivate people's behavior, they are the silent force amid the noise of positions. Behind the opposing positions, along with contradictions, there are shared and acceptable interests. Differences in interests can be resolved by reaching agreement.
One of the best ways to discover the other party's interests is to put yourself in the other party's shoes and determine what solution they think you should offer, and then ask yourself why they didn't make that decision themselves.
In almost all negotiations, each party has not one, but many interests. The strongest interests are basic human needs: security, economic condition, vitality. In order to identify the various interests of each of the parties, their presentation on paper can be of great help; this will help to arrange the interests in a certain order.
The likelihood of success in negotiations increases if problems are discussed openly and specific details are listed. In order for your interests to impress your opponents, you need to justify their legitimacy. You need to convince your opponents that if they were you, they would feel the same way. For example: “Do you have children? How would you feel if trucks were speeding down your street at 100 km/h?
People listen better if they feel understood. They tend to believe that those who understand are knowledgeable and sympathetic people whose opinions are worth listening to. Therefore, if you want the other party to respect your interests, start by making them aware that your interests are respected. You will better satisfy your interests if you talk about what you want to achieve, rather than about what you had. It will be easier to achieve your goals in negotiations if you are firm in protecting your interests, but soft in your relationships with people.
You need to separate people from the problem, listen to them with respect, show them courtesy, and emphasize your efforts to understand their needs. Firmly defending your interests in negotiations does not mean that you fail to understand your opponents' point of view. Quite the opposite. You can't expect the other party to listen to your interests and discuss your options if you don't take their interests into account and show that you are open to their suggestions.
Global economic ties oblige business people to know the rules of good manners in other countries. Here, violation of the rules of etiquette can even lead to the severance of business ties and result in the loss of sales markets. The rules of business etiquette change over time, some of them have now lost their binding nature, for example, elements of behavior towards a woman. Until recently, it was believed that a man must definitely pay the bill at a restaurant if he is dining in the company of a woman, open the doors for her, and let her in when exiting the elevator. Today such rules are not mandatory. Modern business etiquette recommends that the person closest to the door exit the elevator first. The woman puts on her coat herself, but if she has difficulty doing this, the man is obliged to help her.
Just being polite and friendly is not enough. In business etiquette, general principles take on a specific coloring, which is expressed in the following basic rules:
1) Be punctual in everything.
Lateness of any employee interferes with work, in addition, they indicate that such a person cannot be relied on. For a business person, it is very important to be able to calculate the time required to complete a particular task. In addition, it always turns out that you need more time to work than you expected; and most importantly, once you finally get down to work, there will always be something else that needs to be done earlier. It's also a good idea to keep in mind that if things are going too well, something is about to happen. From all this we can draw a simple conclusion: it is necessary to allocate time to complete tasks with a reserve, taking into account the problems that may arise.
2) Don't say too much.
Any employee is obliged to keep the secrets of his organization; this rule applies to all matters of a company or institution: from personnel to technology.
It is impossible to conduct business successfully without taking into account the opinions and interests of partners, clients, and customers. Often the reasons for failure in business are the manifestation of selfishness, fixation on one’s own interests, the desire to harm competitors, even colleagues, in order to advance within one’s own enterprise. Always strive to listen patiently to your interlocutor, learn to respect and understand other people’s opinions, get rid of intolerance to dissent. Never humiliate your opponent, keep in mind that sooner or later you will encounter a person who will be forced to do the same to you.
4) Dress appropriately.
The main thing is to dress appropriately for your surroundings at work, without standing out from the contingent of workers at your level. Your clothes should show your taste.
5) Speak and write correctly.
Everything you say and write must be presented correctly. A person’s ability to speak competently influences his overall image. Your chances of concluding a particular contract often depend on your ability to communicate. In order to succeed, a business person must also master the art of rhetoric, that is, the skill of eloquence. It is very important to monitor your diction - pronunciation and intonation. Never use slang words or offensive expressions in business communication; learn to listen to others and at the same time show that you are interested.
Forms of business negotiations
The form of business negotiations is largely determined by factors such as:Purpose of negotiations: establishing the truth (dispute, discussion); identifying opinions, establishing differences in opinions, identifying the degree of inconsistency of opinions (“round table”), creating conditions for the emergence, promulgation, and recording of new ideas and proposals (“brainstorming”); formation of problem situations, the degree of validity of the participants’ attitude towards projects and proposals (team business game);
- types of business conversation (bilateral, multilateral);
- the chosen method of achieving the goal (argument, constructive conversation);
- relationships between interlocutors, for example, a conversation “manager - subordinate” (discussion of a task or report, instructing conversation); negotiations between partners (persuasive or constructive conversation); business conversations between colleagues (coordination, discussion of joint actions, constructive conversation).
The most common forms of negotiations can be characterized as follows.
A constructive conversation is a mutual exchange of opinions, during which the interlocutors take into account concepts, facts, considerations, proposals that contribute to solving the problem, regardless of their authorship.
An instructive conversation is the transfer of information unilaterally, for example, in the form of instructions or instructions, in order to force the interlocutor to use the proposed methods or means of achieving a goal.
Persuasive conversation is a way to persuade your interlocutor to your opinion by using exclusively arguments, facts, evidence, and logical reasoning. A round table conversation is a type of persuasive conversation, an exchange of opinions between independent partners.
Message - information transmitted to another person or other persons.
A statement is an official message, often expressing the applicant’s attitude to an event, phenomenon, fact, or opinion of other persons.
A dispute is a verbal competition, a discussion in which each interlocutor defends his opinion.
Controversy is a concept close to argument, defending one’s opinion using rhetorical means.
Discussion is a type of dispute in which the main means of defending a position on any issue are arguments, evidence, facts, and research results.
Types of dispute also include:
Dispute - a public dispute on a scientific or socially significant topic;
- debate and debate - a collective discussion of any issues in order to find out the truth, develop a common opinion or make a decision.
The relationships between employees in an organization in the vast majority of cases determine the form of business conversation. It is quite difficult to change and even obscure this dependence. An example would be an overheard conversation between a director and an employee of an enterprise.
Purpose of business negotiations
Negotiations mean meetings between representatives of different companies to consider business issues.Depending on the issues at hand, negotiations may have the following objectives:
Company presentation. The goals of such a presentation are: creating the company’s image among the business community, creating or recreating a favorable image of the company, advertising the company’s name. In essence, such a presentation is part of the organization’s advertising campaign.
Presentation of a business project. The purpose of this type of presentation is to inform people about a project, determine feedback to the project, and search for those interested in supporting the development and implementation of the project. This type of presentation is the most demanding in terms of presentation form, content and preparation (see below), since it involves convincing the audience of the need to develop or implement the project.
Report on completed work. The goal is to familiarize and provide a certain narrow group of people with the results of the work. Such a presentation is less demanding in terms of following certain preparation rules and may well be spontaneous if the necessary data is at hand and is kept in perfect order.
Discussion of the future work plan. This presentation is similar to the previous type of presentation, only the object here is the future work of an organization or individual. Its goals may be: informing a certain circle of people about the planned work, describing the planned work in order to confirm the object of the presentation for critical analysis and change.
Product presentation. The goals of such a presentation are clear: creating knowledge about a new brand, product or service in the target market, introducing consumers to new product features, store schedules, etc., achieving brand preference, etc.
In the process of business communication, people are often forced to enter into various partnerships to achieve common goals and solve production and other problems. Negotiations are always present in people's professional lives. Business negotiations conducted within the business sphere have a rather narrow task - to reach an agreement on the mutually beneficial exchange of resources, joint investment of resources, distribution of profits received from joint activities, etc.
Turning to specialized literature, we find the following definition of business negotiations: “the main means of agreed decision-making in the process of communication between interested parties. Business negotiations always have a specific goal and are aimed at concluding agreements, deals, contracts.” Negotiations are also always aimed at not only finding a mutually acceptable solution, but also avoiding extreme forms of conflict. This feature is also reflected in the definition given by O. Ernst: “negotiations are intended mainly to “bargain” an agreement that meets the interests of both parties and achieve results, through a mutual exchange of views (in the form of various proposals for solving the problems brought up for discussion). which would suit all participants in the negotiations.”
As stated above, the main purpose of negotiations is to achieve a certain goal. However, this is not the only function of negotiations. Let's list other functions. If, for example, the parties are interested in exchanging points of view and opinions, but consider any further actions to be premature or inappropriate, such a function of negotiations as information may appear.
The communicative function of negotiations is associated with the establishment of new relationships and connections. At the same time, information is also exchanged, so we can talk about a single information and communication function. It necessarily manifests itself in any negotiations, regardless of their type and nature.
The functions of control, regulation, and coordination of actions are also important. Usually they are implemented only in the case of a long-standing partnership and well-established connections.
Depending on the type of interaction that occurs between the parties, there are two approaches to negotiations: confrontational and partnership.
The basis of the confrontational approach is the belief that the goal of negotiations is victory, and failure to achieve complete victory means defeat. The confrontational approach to negotiations resembles a confrontation between the parties, and the table at which they are conducted is a kind of battlefield, where the negotiators are “warriors”, their main task is to “tug of war” according to the “who-versus-whom” type. The degree of such confrontation varies: from the desire to “bargain” as much as possible to attempts not only to get the maximum possible, but also to prevent partners from realizing their interests.
The partnership approach, on the contrary, is implemented through a joint analysis of problems with a partner and the search for a mutually acceptable solution, in which both participants benefit. However, the gain does not have to be equal.
It seems irrational to talk about which of these approaches is more effective, since the method of negotiating should always be chosen based on the current state of affairs and depending on the issue being discussed and the desired result. The right choice of approach to negotiations determines their successful outcome. Depending on what behavioral strategy the participants choose for themselves, the negotiation tactics also change: In response to criticism, you can either reasonably explain your point of view (this will allow you, this promises you) (partnership approach), or aggressively go on the offensive ( you see it in a distorted light!) (confrontational); either to lecture (you should listen to me better, you should look at these documents again) or to state (this aspect is new to me).
Each negotiation necessarily includes three stages: preparation for the negotiations, the actual process of conducting them and, finally, analysis of the results of the negotiations.
Before the start of negotiations, their goals and objectives must be formulated, the range of issues that will be brought up for discussion must be outlined, and questions for the partners must be prepared. Already at the preparation stage, the process of establishing a working relationship with a partner occurs.
The negotiation process itself, in turn, is divided into three stages: mutual clarification of the interests, points of view, concepts and positions of the participants; their discussion (putting forward arguments in support of one’s views, proposals, their justification); coordination of positions and development of agreements. The order in which these stages are carried out does not play a significant role. However, in general, consistency in solving these problems must be maintained, otherwise the negotiations could either be seriously delayed or break down.
During negotiations, their participants can use special techniques and tactics to win over the interlocutor and convince him that he is right.
We will briefly consider the main ones:
1. Technique for finding a common solution area. After all participants have expressed their opinions and interests, it is necessary to compare them with their own and find some common ground.
2. Acceptance of compromise. If there are still disagreements, all negotiators can make concessions and reach a mutually beneficial solution.
3. Technique of dividing a problem into separate components. It is possible to reach at least partial agreement if the entire problem is difficult to solve.
4. Some partners can also use so-called “dirty tricks”: putting a partner in a hopeless situation, presenting ultimatum demands, bluffing, threats and other techniques that allow them to influence a partner using heavy psychological influence.
It is also important to remember that the reputation of each interlocutor plays an important role in the negotiation process. That is, it will be much easier for a participant with an impeccable reputation in his professional field to benefit from negotiations than for someone whose reputation has any dark spots.
So, business negotiations are an effective tool with which you can solve many commercial and production problems. A person who has a keen understanding of the principles of negotiation, appropriately applies the necessary techniques, and chooses the right tactics for conducting negotiations will most likely be able to direct the negotiations in the right direction and present the situation in a favorable light, and, as a result, obtain the necessary results.
Business telephone conversations
When two business people meet, everything is simple. They shook hands, smiled, and chatted. When you see the interlocutor in front of you, talking to him is much easier. But it also happens that the opponent is at a great distance from us, we have never even seen him in person. We are talking about telephone conversations. According to statistics, business people spend from four to twenty-five percent of their working time on the phone. It's comfortable. You can make a quick decision; you don’t have to go anywhere or send a letter. The telephone is ideal for obtaining information and consultations. However, in a telephone conversation, your only weapon is your voice and speech. True, you are deprived of the opportunity to track the reaction of your interlocutor by gestures or gaze. In addition, telephone conversations tend to be more time-limited than face-to-face meetings. But this type of conversation also has a lot of advantages. After all, the interlocutor does not see either you, your suit, or your office. He judges by the timbre of the voice and intonation. And now everything is in your hands! Or vocal cords...Preparation comes first!
We are preparing the phone. There is no place for improvisation in telephone negotiations. Everything must be prepared in advance. And first of all - a telephone set. Even if the interlocutor is friendly in advance, poor communication quality will quickly ruin his mood. A self-respecting person will not shout over the noise, squeaking and squealing on the phone. Please use decent lines.
We are making a memo. Now turn to the topic of negotiations. It has already been said above that they require serious and painstaking preparation. And the presence of a telephone as an intermediary does not change anything. Quite the contrary. In a personal meeting, you can allow yourself a couple of interjections, a few sentences that are not relevant to the matter. On the phone you need to speak quickly, clearly and only to the point. You can’t let your thoughts wander, otherwise your interlocutor will very quickly get tired of your buzzing on the phone. And he also has things to do, he is also in a hurry somewhere... Make it a rule - before every conversation, make up a reminder for yourself: what you need to say and what you should never say. Your speech should be “polished” in advance!
Let's vote. Without a confident voice and clear diction, you don’t even have to answer the phone. Therefore, take the trouble to practice your pronunciation in advance and achieve confident intonation. Calmness, confidence, solidity in your voice are a guarantee of success.
Getting a job, say, at the Helpline, is not as easy as it might seem. After all, a lot depends on intonation. They will first check the “intonation pattern” of the candidate’s speech. Is there a hint of irritation or disdain? Sometimes our speech seems absolutely normal to us, but those around us hear something... In the “Helpline” people are trained in a special way. They try to select those with voices with a pleasant timbre and those with clear diction.
Getting ready for failure. In our crazy times, people sometimes don’t have a minute to have a very important conversation. Psychologically prepare for the fact that the interlocutor does not have time to talk now. Immediately arrange for another time. You must also be prepared for objections, which, as you know, arise during any conversation.
10 seconds that will save 10 minutes
And yet, before calling a specific person, ask yourself again whether you need this and what benefits these negotiations will bring. Are you convinced that the call is really necessary?
Before you pick up the phone, follow these simple steps:
1. Once again, clearly imagine everything you are going to say.
2. Think about the future interlocutor and what he would like to hear.
3. Compose a short message in your head in advance to dictate if the interlocutor is not there and the secretary or answering machine answers you.
4. Place all necessary documents on the table.
5. Prepare paper and pen.
6. Write a short summary of the most important names and facts.
7. Before picking up the phone, relax and take a few deep breaths.
8. Mentally imagine your future interlocutor.
9. Think about something pleasant.
10. Try to call only when your interlocutor is not busy and has time to talk.
How to write a memo
No matter what you say, a conversation aid is important. How many times have you found yourself in a stupid situation: the number was dialed, but everything you were going to say suddenly flew out of your head. And now the arguments are no longer so logical, and the interlocutor takes the initiative from you. After all, it only takes one minute to remember! Write down literally one sentence for each point of conversation. Number them. Write clearly, you won’t have time to sort through your scribbles. And only after making a clear plan, call without fear.
By the way, a separate point in the memo should be: “What exactly do I want to achieve.” Do you need to make an appointment? Or about the supply of equipment? And did you manage to achieve what you wanted? Check the memo and end the conversation. Business does not tolerate idle chatter... Remember: everything that can be said outside the phone should be said outside the phone. Using the device, you can arrange a meeting and make quick, clear and precise arguments. Make your interlocutor come to this meeting and take the bait on your offer. The goal is one: to arouse interest. Here's another reason to think things through ahead of time. But the main thing is that no one needs long conversations, just like unclear and vague deadlines.
By the way, the memo can also serve as a kind of condensed outline of the conversation. Such a detailed reminder is needed if the conversation ahead is complex and sensitive. For example, you need to apologize to someone. You will feel much more confident if all the “necessary” words and expressions are already before your eyes. This means you won’t get confused or become nervous. Which in itself promises the success of your mission.
By the way, it wouldn’t hurt to put a blank sheet of paper next to the memo. Sometimes it is simply necessary to record essential points and details during a conversation. Don't trust your own memory too much. There are already a hundred things to do in your poor head, why stress yourself over a telephone conversation? Put its essence on paper and forget about it with a clear conscience.
Confidence is the key to success!
An unsure voice is a guarantee of failure when talking on the phone. When meeting in person, hesitant notes can be masked with a smile, gestures, or something else. Only a voice can be heard on the phone. And the lack of confidence here is like death. But confident people can sometimes achieve significant success.
Another case that we talk about during trainings. It was about residency. Junior researchers were waiting for an exam in a foreign language. But for some reason the administration was in no hurry. It was necessary to negotiate with the department of another institute, but they simply did not need the extra workload. Then Alexander, a junior researcher like everyone else, decided to call this department himself. He had a pleasant, confident voice and knew how to play with intonations. “Hello, you’re getting a call from a research institute... Here future professors are waiting for an exam... Yes, at any time... Who’s talking? Alexander Ivanovich." That department agreed without hesitation, only asking for the necessary paper. The fact is that the person “at the other end of the line” mistook Alexander for at least the director of the research institute. He didn’t even feel comfortable asking who exactly was talking to him. This is what confidence in your voice means! And the residents passed the exam on a clearly scheduled date.
That is why it is necessary to pump up yourself with confidence before a conversation. Even the most relaxed person feels a little uncomfortable before telephone conversations. What if they don’t listen to him? What if they hang up after a couple of minutes? Of course, such thoughts do not increase self-confidence. So charge yourself with faith in your strength! Before the call, joke, tell an anecdote, laugh, laugh. And put a reminder in front of your eyes. You always feel much more confident with text.
Get ready for battle! Sit comfortably so that your diaphragm is free. There is no need to curl up in your chair; it is better to sit back and relax. Your voice is your weapon, so breathing should be as free as possible. Some people find it more convenient to stand while talking. For someone to walk, it creates a kind of rhythm. It is best to conduct the experiment in advance. Try to determine how you “speak” better: lying down, sitting or standing.
Learn to monitor your breathing, speak only as you exhale
And remember: voice is power! People tend to attribute advantages or disadvantages to other people according to their first impression. Hearing a ringing melodious voice, we see a young and beautiful girl in front of us. Velvety bass creates the impression of a “voluminous”, confident boss. The whole problem is that very often the voice and appearance have nothing in common.
One of the visitors to our trainings told how she arranged negotiations with the director of a large company. Before that, they talked on the phone for a long time. She was struck by his deep and pleasant baritone; in his voice there was a sense of confidence and possession of all the blessings of life. She was so interested that she decided to attend the negotiations in person. Seeing a stately, broad-shouldered middle-aged man, she walked towards him, smiling. And she was amazed to hear his high, shrill voice. The owner of the familiar baritone turned out to be a short, bald man, almost lost in the crowd of the delegation...
Voice, manner of speaking, diction, pronunciation are extremely important. Let's remember Bernard Shaw's play Pygmalion. How did the hero of the play manage to make a lady from a simple flower girl? Changing her pronunciation, diction and manner of expression.
Phone traps
What pitfalls await those who decide to conduct serious business negotiations over the phone?
Device trap. Poor technique will ruin even the most brilliant speech. Cleanliness of telephone lines is paramount. Otherwise, your interlocutor will only have an ear ache.
Text trap. I repeat once again: you can’t go anywhere without a reminder! 99% - preparation, 1% - improvisation. You need pre-written text! Moreover, when you speak on the phone, you should pay more attention to HOW you speak. WHAT to tell you should be written down on a piece of paper and be in front of your eyes.
Diction trap. Poor diction will obscure the meaning of statements. So, if you have problems with speech, it makes sense to use some other way of negotiating.
The failure trap. It is also worth preparing for refusals in advance. And know what exactly you will say in this or that case.
The trap of intonation. Irritation, uncertainty, boredom in the voice are always very noticeable. Please be kind enough to achieve the perfect intonation pattern. Who would talk to a bore who drags out every word? The interlocutor will not want to sleep by the phone or slowly sink into depression, he simply will not communicate with you.
Answering a business call correctly is, by the way, also an art. Which, alas, many business people do not own.
You just need to remember a few rules:
You should pick up the phone immediately after the first ring. If you have a visitor, are writing a letter, or are busy doing something else, it is perfectly acceptable to answer after the phone rings two or three times. But it’s better not to delay. Remember: it is in your best interest to answer every call. What if there is a person on the other end with the most advantageous business proposal?
If you have difficulty hearing, do not shout into the phone. It’s you who can’t hear the caller well, not the caller who hears you. Ask him to speak louder, ask how he hears you.
“Yes”, “Hello”, “Listen” - all these options for starting a conversation in the business world are, to say the least, inappropriate. When you pick up the phone, you need to introduce yourself: say the name of the company and your last name. If the subscriber has the wrong number, the error will immediately become clear and you won’t have to waste time on unnecessary conversations.
Never answer rudely. You don't know who is on the other end of the line. But whoever it is, he doesn’t care much that you just had a fight with your boss or failed the annual report and you’re in a bad mood...
If they call your colleague who is not there, you should not abruptly reject the caller. After all, he needs to get through, he will call in an hour or two. Isn’t it better to politely ask who it is and what to say to your colleague?
Learn to “receive telephone messages.” By the way, there are special forms for recording telephone messages. It indicates who called, when they called and what they wanted to say.
Never say “no” on the phone. Look for positive language. Forget the phrases “I don’t know” or “I can’t.” You work here, it's your responsibility to know. And if it is impossible to fulfill the client’s wishes, instead of a direct refusal, you can always offer an alternative option. If you need to step away from the phone for a couple of minutes, tell the other person honestly how long you'll be leaving and ask if they can wait. The usual “I’ll just be a second” won’t work here.
Don't talk to anonymous people. If the interlocutor; I forgot to identify myself, politely ask who he is and where he is from. Otherwise, you risk making a lot of mistakes when accepting an order or providing information to him.
The person who called ends the conversation. To impatiently “round off” your interlocutor is, to say the least, bad form. Perhaps the interlocutor still has questions, and you have already hung up...
At the end of the conversation, assure the interlocutor that you are always happy to call and meet with him. Thank him if he helped you or told you good news. Wish you all the best and say goodbye.
Business negotiation strategy
There are two main negotiation strategies:1) positional bargaining, focused on a confrontational type of behavior;
2) negotiations based on mutual consideration of interests, which presupposes a partnership type of behavior of the parties.
Each of the identified strategies has its own specifics. Positional bargaining is a negotiation strategy in which the parties are confrontational and argue about specific positions. Positions indicate what the parties want to achieve during the negotiations, and interests indicate why the parties want to achieve what they say. If positions are clearly formulated by the participants, then it is much more difficult to discover the interests behind a particular position.
Features of negotiations based on positional bargaining:
Negotiators strive to realize their own goals to the fullest extent possible, caring little about how satisfied their opponents will be with the results of the negotiations;
- negotiations are conducted on the basis of the initially put forward extreme positions that the parties seek to defend;
- the differences between the parties are emphasized, and the similarities, even if they exist, are often rejected;
- the actions of the participants are aimed primarily at each other, and not at solving the problem;
- the parties seek to hide or distort information about their true intentions and goals;
- the prospect of failure of negotiations may push the parties towards a certain rapprochement and attempts to develop a compromise agreement, but joint actions in this case are forced;
- as a result, an agreement is often reached that satisfies each party to a lesser extent than it could be.
There are two styles of positional trading:
The rigid style of positional bargaining involves the desire to firmly adhere to the chosen position with possible minimal concessions;
The soft style of positional bargaining is focused on negotiating through mutual concessions in order to reach an agreement.
The main disadvantages of positional trading:
Leads to unreasonable agreements that, to one degree or another, do not meet the interests of the parties;
- not effective, since during negotiations the cost of reaching agreements and the time spent on them increases, and the risk that an agreement will not be reached at all increases;
- threatens the continuation of relations between the participants in the negotiations, since they consider each other almost enemies;
- Positional bargaining can aggravate the situation if there are more than two parties involved in the negotiations, and the greater the number of parties involved in the negotiations, the more serious the disadvantages inherent in this strategy become.
Advantages of positional trading:
Refusing to bargain may mean refusing to negotiate at all. However, when choosing a positional bargaining strategy, the parties must clearly understand what results the negotiations can lead to;
- used in situations where we are talking about a one-time interaction, and the parties do not seek to establish long-term relationships.
Negotiations based on mutual consideration of interests represent a negotiation strategy in which the mutual desire of the parties to develop a solution maximally satisfies the interests of each of them. With this negotiating strategy, neither party receives advantages and the negotiators consider the agreements reached as a fair and most acceptable solution to the problem, in addition, the parties can establish long-term relationships.
Features of negotiations based on mutual consideration of interests:
Participants jointly analyze the problem and jointly search for options for solving it, demonstrating to the other side that they are its partner and not an adversary;
attention is focused not on positions, but on the interests of the parties, which involves identifying them, searching for common interests, explaining one’s own interests and their significance to the opponent, recognizing the interests of the other party as part of the problem being solved;
negotiators are focused on finding mutually beneficial options for solving a problem, which requires not narrowing the gap between positions in search of the only correct solution, but increasing the number of possible options, separating the search for options from their assessment, and finding out which option the other side prefers;
the parties strive to use objective criteria, which allows them to develop a reasonable agreement, and therefore must openly discuss the problem and mutual arguments, and must succumb to possible pressure;
in the process of negotiations, people and controversial issues are separated, which presupposes a clear delineation of the relationship between opponents and the problem itself, the ability to put oneself in the opponent’s place and try to understand his point of view, coordination of agreements with the principles of the parties, persistence in the desire to deal with the problem and respectful attitude towards people;
the agreement reached should take into account the interests of all participants in the negotiations as much as possible.
Disadvantages of a negotiation strategy based on mutual consideration of interests:
The choice of this strategy cannot be made unilaterally, since its main meaning is to focus on cooperation, which can only be mutual;
the use of this negotiation strategy in conflict conditions becomes problematic because it is very difficult for the conflicting parties, once at the negotiating table, to immediately move from confrontation and confrontation to partnership;
this strategy cannot be considered optimal in cases where negotiations are conducted over a limited resource that the participants claim to own. In this case, mutually exclusive interests most likely require solving the problem on the basis of a compromise, when dividing the subject of disagreement equally is perceived by the parties as the most fair solution.
Advantages of negotiations based on mutual consideration of interests:
Neither side gains an advantage, and negotiators view the available agreements as the optimal and most acceptable solution to the problem. This allows you to positively assess the prospects for post-negotiation relations;
an agreement that allows maximum satisfaction of the interests of the negotiations assumes that the parties will strive to comply with the agreements reached.
In the negotiation process, one of the most important points is the choice of negotiation tactics, which allows you to achieve your goal and is directly implemented using certain tactics.
Techniques used in positional trading:
Waiting. It is used to force the interlocutor to express his opinion first, and then, depending on the information received, formulate his own point of view.
Placing false accents in one’s own position. It consists of expressing extreme interest in resolving some minor issue, and then removing the requirements for this item. Such actions look like a concession, which causes a reciprocal concession from the negotiator.
Excessive demands. The parties begin negotiations by putting forward greatly exaggerated demands, the fulfillment of which they do not expect. The parties then retreat to more realistic demands through concessions. But at the same time they seek real concessions from the opposite side.
"Stick" arguments. As an argument, they appeal to higher values and interests, starting with statements like: “Do you understand what you are trying to do?!” They are used in cases where one of the negotiators has difficulty with counterargumentation or wants to psychologically suppress the opponent.
"Salami". Information is provided to the interlocutor in very small parts. This move is used to obtain as much information as possible from the interlocutor or to delay negotiations.
"Intentional deception." Used either to achieve or avoid any consequences and represents:
Communication of knowingly false information;
lack of authority to make decisions on various issues;
distortion of information;
lack of intention to fulfill the terms of the agreement.
Double interpretation. When developing the final document, one of the parties “puts” into it wording with double meaning. Later, this technique allows you to interpret the agreement in your own interests.
Making demands at the last minute. This technique is used at the end of negotiations, when all that remains is to conclude an agreement. In such a situation, one of the participants puts forward new demands, hoping that his opponent will agree to concessions to maintain the achieved result.
Putting forward increasing demands. If one of the participants in the negotiation process agrees with the proposals being made, the other participant can put forward more and more new demands.
Pressure on the opponent. It is used to obtain concessions from him and force him to agree with the proposed solution. For this use:
Show of force;
an indication of the possibility of terminating negotiations;
presentation of an ultimatum;
warning about consequences unpleasant for the interlocutor.
Techniques used in negotiations based on mutual consideration of interests.
Taking controversial issues “out of bounds”. It is used if difficulties arise in reaching an agreement on the entire range of problems. Controversial issues are not considered, which allows partial agreements to be reached.
Dividing the problem into individual components. The problem is divided into separate parts, on which mutual agreement is gradually achieved. Detailing when solving a problem helps to achieve a positive result more quickly.
Gradual increase in the complexity of the issues discussed. The discussion begins with issues that cause minimal disagreement, and then the participants in the negotiation process move on to more complex issues. Using this technique allows you to avoid active opposition from the parties from the very beginning of negotiations and create a favorable atmosphere.
“One cuts, the other chooses.” The technique is based on the principle of fairness of division: one is given the right to divide (disputed property, powers, territory, functions, etc.), and the other is given the right to choose one of two parts.
The meaning of the technique: the first, fearing to receive a smaller share, will try to divide as accurately as possible.
Emphasizing commonality. Aspects that unite opponents:
Interdependence of interests of opponents;
interest in a positive outcome of negotiations;
desire to avoid material and moral losses;
making a profit as a result of concluding a contract;
the existence of long-term relationships between the negotiators.
A well-thought-out negotiation tactic is a long-term vision of the problem, a detailed account of arguments and facts, and the reactions of the other side at all stages and stages of this process.
Ministry of Education of the Republic of Belarus
Branch "Vocational College" of the educational institution "Republican Institute of Vocational Education"
on this topic: " Rules of Negotiation»
Completed by: Neverovich E.V.
Checked by: Koida Yu.V.
Introduction
Rules for Negotiation: Step-by-Step Guide
1 Brief description of the stages and phases of business negotiations
2 Stage of preparation of negotiations
3 Stage of the negotiation process
4 Consensus stage
5 Rules for negotiation techniques
6 Rules that help convince your negotiating partner
Ten rules of negotiation
Negotiation
1 Stages of effective negotiations
3 golden rules of negotiation
9 rules for conducting effective business negotiations
Interesting
References
Introduction
Every person has to deal with what is commonly called business communication. How to correctly compose an official letter or invitation, accept a partner and negotiate with him, resolve a controversial issue and establish mutually beneficial cooperation? All these issues are given great attention in many countries. Business communication is of particular importance for people engaged in business. The success of their activities largely depends on their mastery of science and the art of communication. In the West, there are corresponding training courses in almost every university and college, and a lot of scientific and popular literature is published.
Unfortunately, in our country, for a long time, the side of business communication that is associated with the psychology and technology of conducting business conversations and negotiations was not given any attention at all, believing that there was nothing to teach here.
Now times have changed. Firstly, the circle of persons connected by the nature of their activities with foreign partners has expanded significantly. To successfully conduct business, they need to know the generally accepted rules and norms of business communication, and be able to conduct negotiations and conversations. Secondly, becoming part of a single business world, we are increasingly transferring existing general patterns to our reality, demanding civilized communication from our domestic partners.
The psychological aspects of business communication are also very important. The question that business people constantly face is how to build a conversation and negotiation. It is important to understand the general patterns of business communication, which will allow you to analyze the situation, take into account the interests of your partner, and speak a common language. Mastery in any business comes with practice, and business communication is no exception.
Absolutely everyone should be able to negotiate effectively. You constantly negotiate - at home, at work, in the store... And not only with other people - often you have to negotiate with yourself. In any situation where you are trying to resolve contradictions, smooth out differences, resolve conflict, influence people<#"justify">The main problem with proper negotiation is that most people do not understand the term correctly. Many would answer that this word describes the successful closing of a deal at the end of a business conversation.
Negotiate comes from the Latin negotiatus, the past participle of negotiari, which means to conduct business. This initial meaning is critical to understanding the negotiation process, so that you don't just have to negotiate a deal that's good for you. Their goal is to continue cooperation with your business partners. Because, of course, it is always possible to come to an agreement, but sometimes the methods used lead to the fact that they are unlikely to want to continue cooperation with you.
1. Rules<#"justify">Ardalyon Yakovlevich Kibanov, Doctor of Economics, Professor, Honored Scientist of the Russian Federation, Head of the Department of Personnel Management at the State University of Management.
Negotiations are an exchange of opinions to achieve some goal. In business life, we often enter into negotiations: when applying for a job, when discussing with business partners the terms of a business agreement, the terms of purchase and sale of goods, when concluding a lease agreement for premises, etc. Negotiations between business partners take place under equal conditions, but negotiations between a subordinate and management or the director of an organization with representatives of the tax inspectorate take place under unequal conditions.
Negotiations consist of three main stages: preparation of negotiations, negotiation process and reaching agreement.
.1 Brief description of the stages and phases of business negotiations
Preparation of negotiations:
· Establishing contact between the parties
· Collection and analysis of information necessary for negotiations
· Development of a negotiation plan
· Creating an atmosphere of mutual trust
Negotiation process:
· Beginning of the negotiation process
· Identifying controversial issues and setting the agenda
· Revealing the deepest interests of the parties
· Development of proposal options for agreement
Reaching agreement:
· Identifying options for agreement
· Final discussion of solution options
· Reaching formal agreement
1.2 Negotiation preparation stage
Choosing Negotiation Tools
At this stage, a set of different approaches or negotiation procedures and the means that will be used in their implementation are identified; mediators, arbitration, court, etc. are identified to help solve the problem; an approach is chosen for both parties.
Establishing contact between the parties. At this stage:
· contact is established by telephone, fax, email;
· a desire to enter into negotiations and coordinate approaches to the problem is revealed;
· relationships are established that are characterized by mutual agreement, trust, respect, often mutual sympathy, being on the same wavelength, and negotiation interaction develops;
· agree on the mandatory nature of the negotiation procedure;
· agree to involve all interested parties in the negotiations.
Collection and analysis of information necessary for negotiations. At this stage:
· relevant information about people and the substance of the matter relevant to the subject of negotiations is identified, collected and analyzed;
· the accuracy of the data is checked;
· the likelihood of the negative impact of unreliable or inaccessible data is minimized;
· the main interests of all parties participating in the negotiations are identified.
Development of a negotiation plan. At this stage:
· strategy and tactics are determined that can lead the parties to an agreement;
· tactics are identified that correspond to the situation and the specifics of the controversial issues that will be discussed.
Formation of an atmosphere of mutual trust. At this stage:
· psychological preparation is being carried out for participation in negotiations on the main controversial issues;
· conditions are prepared for the perception and understanding of information and the effect of stereotypes is minimized;
· an atmosphere of recognition by the parties of the legitimacy of controversial issues is formed;
· an atmosphere of trust and effective communication is created.
.3 Stage of the negotiation process
The beginning of the negotiation process is here:
· the negotiators are introduced;
· the parties exchange opinions, demonstrate good will to listen, share ideas, openly present considerations, and a desire to reach an agreement in a peaceful environment;
· a general line of behavior is being built;
· mutual expectations from negotiations are clarified;
· the positions of the parties are formed.
Identification of controversial issues and formulation of the agenda. At this stage:
· the area of negotiations relevant to the interests of the parties is identified;
· controversial issues to be discussed are identified;
· controversial issues are formulated;
· the parties strive to develop an agreement on controversial issues;
· the discussion begins with controversial issues on which disagreements are less serious and the likelihood of agreement is high;
· methods of actively listening to controversial issues and obtaining additional information are used.
Disclosure of the deep interests of the parties. At this stage:
· the study of controversial issues is carried out one by one, and then in a complex, in order to identify the interests, needs and fundamental relations of the negotiations of the negotiators;
· Negotiators reveal their interests to each other in detail so that they are perceived by everyone as closely as their own.
Development of proposal options for agreement. At this stage:
· participants strive to choose an acceptable option from the existing assumptions for an agreement, or to formulate new options;
· a review of the needs of all parties is made, which links together all controversial issues;
· criteria are developed or existing rules are proposed that can guide the negotiation of the agreement;
· principles for the agreement are formulated;
· controversial issues are resolved sequentially: first, the most complex ones are divided into smaller ones, to which it is easier to give an answer acceptable to the parties;
· solution options are selected both from proposals submitted by the parties individually, and from those that were developed in the process of general discussion.
.4 Consensus stage
Identifying options for agreement. At this stage:
· a detailed consideration of the interests of both parties is carried out;
· a connection is established between interests and available options for solving the problem;
· the effectiveness of the selected solution options is assessed.
Final discussion of solution options. At this stage:
· one of the available options is selected; through concessions by the parties, the parties move towards each other;
· a more advanced option is formed based on the selected one;
· the process of formulating the final decision takes place;
· The parties are working on a procedure to reach a basic agreement.
Reaching formal agreement. At this stage:
· agreement is reached, which can be presented in the form of a legal document (agreement, contract);
· the process of fulfilling the agreement (contract) is discussed;
· possible ways to overcome possible obstacles during the implementation of the agreement (contract) are developed;
· a procedure for monitoring its implementation is provided;
· the agreement is given a formalized character and mechanisms of coercion and obligations are developed: guarantees of implementation, fairness and impartiality of control.
1.5 Rules for negotiation techniques
1.Statements that belittle the partner’s personality should be avoided; social etiquette, politeness and cultural attitude should be used. In extreme form, it is better to interrupt negotiations (do not make negative assessments).
2.The effectiveness of dialogue is significantly reduced by statements that flow from the thoughts of the listener himself, without affecting the thoughts or feelings expressed by the interlocutor. What the partner says is not taken into account, his statements are neglected (do not ignore the opinion of the interlocutor).
.The interlocutor asks his partner question after question, clearly trying to find out something without explaining his goals to him. Determine with him the goals and objectives of the negotiations or announce a break for consultation with management (do not allow simple questions).
.During the conversation, the interlocutor inserts statements, trying to direct the course of negotiations in the direction he wants (do not make comments during the conversation).
.The interlocutor wants to talk in more detail about something that has already been said, which he misunderstood or seems controversial to him. If you incorrectly defined what is main, the speaker has the opportunity to correct you (clarifications are allowed).
.Paraphrasing, conveying what the partner said in his own words in an abbreviated form, highlighting what seemed most important to the interlocutor. Paraphrasing may involve a new emphasis, generalization, or repetition of only those words of the partner that contain the main contradiction or main idea (do not allow paraphrasing).
.The interlocutor tries to draw a logical consequence from the partner’s statements, but only within the framework that he asked. Otherwise it turns into being ignored. Developing your partner’s thought, you can add what your partner was ready to say, but did not say. You can draw a conclusion from your partner’s words, clarify what he meant (further development of thoughts).
.Telling your partner about your emotional reaction to their message or about your state in a given situation goes well with the technique of paraphrasing (do not admit your emotional state).
.A message about how his state is currently perceived goes well with the paraphrasing technique (do not describe the partner’s emotional state).
.Summing up interim results is appropriate after a particularly lengthy response from your partner (choose the right moment for the interim results).
.6 Rules that help convince a negotiating partner
1.The order of the arguments presented affects their persuasiveness. The most convincing order of arguments is: strong - medium strength - the strongest (trump card).
2.To get a positive decision on an issue that is important to you, put it in third place, prefacing it with two short, simple, pleasant questions for the interlocutor, which he can easily answer.
.Don't push your partner into a corner. Give him the opportunity to “save face.”
.The persuasiveness of arguments largely depends on the image and status of the persuader.
.Don't drive yourself into a corner, don't lower your status.
.Don't belittle your partner's status.
.We treat the arguments of a pleasant partner with condescension, and we treat the arguments of an unpleasant partner with prejudice.
.If you want to convince, start not with the issues that divide you, but with the things on which you agree with your partner.
.Show empathy - the ability to understand the emotional state of another person in the form of empathy.
.Check whether you understand your partner correctly.
.Avoid words, actions and inactions that could lead to conflict.
.Watch your and your partner's facial expressions, gestures and postures.
.Show that what you offer corresponds to some interests of your partner.
2. Ten rules of negotiation
Successful negotiation requires understanding and using different approaches and techniques. The secret to successful negotiations also lies in the details and the flexibility with which different approaches are applied.
We will look at ten closely interrelated aspects that are not a panacea for all occasions, but reflect the essence of the negotiation process and the tactics used.
The first position is not the most important, but, in our opinion, the logical sequence of points should be as follows:
1. Take time to prepare
Given the complexity of the negotiation process, it is not surprising that preparation is essential. First of all, it activates previous experience and also lays a solid foundation for upcoming negotiations. In a sense, preparation is nothing more than putting into practice the time-tested truth “measure twice, cut once.”
Essentially, preparation can consist of a few minutes of quiet concentration before the meeting begins. Or it may involve several hours of brainstorming about the best tactics. All other cases of preparation probably fall between the two mentioned. Preparation may include rehearsal: the discussion will go as planned if you rehearse your presentation. So:
· do not waste time on preliminary preparation (despite the lack of time, prepare for negotiations in advance);
· correctly select the people needed for preparation (participants in the upcoming negotiations or simply those who can help);
· collect and analyze the necessary information (take key materials with you to negotiations).
Preparation in advance does not mean that everything will go exactly according to plan. It will help you adjust and flexibly change your tactics when events suddenly turn. Experience can reduce preparation time, but does not replace it. One famous golfer said: “The more I practice, the more luck I get.” Never neglect preparation, do not regret the time and effort spent on it. Then you won’t have to say after a negotiation fails: “If only I...”
2. Provide clear communication
Along with preliminary preparation, a clear structure of negotiations is the basis for success. Your messages in a difficult situation must be very clear. A detailed explanation improves the quality of the agreement reached. Your clear message:
· promotes understanding: you avoid confusion and consider exactly the issues that are on the agenda; And
· makes a good impression, clarity of presentation creates a feeling of confidence, certainty, and ultimately increases the power of your influence on the course of negotiations.
In addition, clear organization of the meeting (announcement of the agenda, rules, etc.) directs the negotiations in a certain direction and helps you play a leading role, which, in turn, helps achieve the desired result.
Clear communication comes from preparation as well as experience. It's worth working on. The worst thing is when, after an agreement has been reached, the partners want to terminate it, citing the fact that they “did not quite understand what exactly was discussed.” And if you start objecting at this stage, they will never believe you again.
3. Try to look your best
No matter how trite it sounds, this aspect really influences the outcome of the negotiations. Your appearance should be organic and appropriate to the circumstances. For example, a man should be dressed in a business suit, although in some cases a less formal style is allowed (shirt and tie in a country with a hot climate). Women have more choice, but they too must adhere to general principles.
Equally important is the behavior of the negotiators. You can give the impression of a person:
· well prepared (this will make your position stronger);
· organized (same effect);
· confident (this will significantly increase the credibility of your words, especially the belief in the statement that you did everything you could);
· well prepared professionally (you will earn a lot of positive characteristics (experienced expert, knowledgeable, respectable) if you do not fuss and lose the thread of the conversation).
Sometimes it makes sense to further enhance this impression. In some cases, even exaggeration is acceptable. Of course, words carry a lot of weight; but many conclusions are made on the basis of visual signals, and this must be used.
4. Respect your partner
Negotiations contain an element of confrontation, and each participant in the process is aware of this. And although sometimes it is necessary to take a hard line, be firm and insist, it is still desirable for the discussion process to take place in an atmosphere of politeness.
Show that you understand other people's points of view, that you are interested in their position, write down details that are important to them and refer to them when discussing. Be prepared to apologize, flatter a little, ask for opinions and be respectful (perhaps without feeling deep respect for the interlocutor).
In addition to the usual polite behavior in difficult situations, showing respect to your partner will strengthen your position. If you take a hard line, there is a danger that it will be perceived as a harsh attack, and you will automatically receive pushback. If fairly strong demands come from a person who respects other participants and their positions, then it is likely that they will be taken seriously, considered and (possibly) agreed upon.
5. Set high goals
It is no coincidence that the author included in this list some of the techniques described above (especially in Chapter 5, “The Pinnacle of Mastery”) - they are undoubtedly very important. The technique mentioned below actually determines the choice of approach to negotiations. To achieve a successful result, set high goals. During your pre-preparation, identify your main goals. Think about the best outcome of the meeting and move towards the intended goal. Remember that there are quite a lot of variables. Let the agreement reached include mutually acceptable values for these variables.
Negotiators express conflicting opinions and agree to compromise options, but one should not start with low demands. Trading usually starts from the top mark; During the bargaining, you can give in a little, reducing your benefit. But it is very difficult to increase the value of the initial offer. Once negotiations are already underway, you cannot reconsider your initial position. Therefore, starting with what you want to achieve is a prerequisite for success in negotiations.
6. Agree on a package of conditions
Following this rule, you should negotiate the terms as a package, not individually. By agreeing on terms one at a time, you lose a certain advantage in the negotiations, because many of the terms in the package are fixed (non-negotiable). A single condition may seem easy and simple. You gladly agree to it, and then you are offered an item on which you would like to bargain, but you no longer have the variables to bargain.
The principle is simple. Find out a complete list of what the other party wants to agree on. In the future, do not allow part of the conditions (possibly important ones) to be “knocked out with targeted fire” and agreed separately in order to begin discussing the most important conditions at a stage when space for maneuver is limited.
7. Look for negotiable variables.
Make a list of variables during preliminary preparation, prioritize them. Even with the most careful approach to defining variables, you may miss something. Remember that everything is negotiable, and any condition is potentially variable (including those conditions that are said to be fixed by one party or another). You may declare an item non-negotiable and then decide that it would be better for you to give in a little.
Find out what your partner's words about the impossibility of changing the terms really mean. You will have to ask questions, challenge your partner to be frank. The search for priority-based bargaining variables must continue throughout the negotiation process. When the negotiator is called upon to take a more compromising approach, he may have to accept that conditions he had hoped to remain unchanged are now becoming variable (and some variables may vary over a much wider range than originally thought).
Be careful to look for bargaining variables and consider all terms as potential variables.
8. Be flexible with common approaches
Successful negotiations do not come as a result of clever tricks or shows of force. The path to a mutually acceptable result lies through the coordination of many details. Keep this in mind during negotiations, as the situation becomes more complex as new issues are discussed. You can influence a decision in hundreds of different ways, but your choices must be appropriate to the place and time.
An experienced negotiator has a range of approaches at his disposal and applies them in the best possible way. But this does not mean that you should turn to the other side of the barrage of different techniques. Use them with surgical precision. Sometimes it is better to remain silent, and sometimes it is worth demonstrating the determination of your intentions.
Don't let negotiations run on autopilot. Every movement should be filled with meaning; it's about what you do and how you do it. Existing approaches and techniques should work for you; true mastery is acquired only through long training. Only your experience will tell you how best to behave with a given partner at a particular moment in time.
9. Manage and control the process
Managing the negotiation process is a critical task. A situation is possible when, concentrating on specific issues that require immediate resolution, you lose control over the overall course of negotiations.
Do your best to step back and take a "big picture" view. In particular:
· take notes;
· regularly sum up the results and always summarize the agreements reached if you feel that they are trying to get around you (there is no need to explain every time why you are doing this!);
· keep as big a picture in mind as possible;
· Don't lose sight of your goals and desired results;
· be prepared to respond adequately at a critical moment (for example, take a break and assess the situation), without thinking about how it will look (practice shows that such actions are more likely to increase the level of trust in the negotiator).
If you consciously stick to this approach, take useful notes, and learn useful skills, your level of competence increases.
10. Be alert
Don't relax for a second! Even if everything goes well, events unfold exactly according to your plan, one agreement follows another - beware. Constantly analyze what is contained between the lines of each message; Do not assume that events will invariably develop in your favor. If there is anything you take for granted, it is that there is danger, change or surprise around every corner. Be prepared to meet them.
Remember that both parties are doing their best to achieve their goals. Each negotiator can play a complex game; everyone can miss their chance. It never hurts to be vigilant. Otherwise, a moment will come when a small surprise will derail an agreement that seemed almost concluded.
Let us recall the statement of Lord Hore-Belish, a recognized master of negotiation: “When someone tells me that he is going to lay all his cards on the table, I keep my eye on his sleeve.” This is good advice for anyone who wants to negotiate successfully. Another statement about contracting comes from the famous economist J. Fulton Sheen: “Large print draws attention to the bait, small print disguises the hook.”
As mentioned above, the ten points mentioned do not detract from the importance of the remaining rules. Remember that successful negotiations are the result of many details coming together successfully. The first steps to achieving success are understanding the principles and the ability to apply basic approaches to negotiations in practice. By building on background knowledge, you gain your own experience, benefiting from each discussion for future negotiations.
3. Negotiation
You are applying for a job or trying to negotiate a price with a taxi driver. Two lawyers are trying to resolve a controversial case regarding the division of client property. A group of trading companies share the sales market. A city official is meeting with municipal transportation officials to try to prevent a strike. It's all negotiation. Although life consists of continuous negotiations, few people know how to conduct them “professionally”. So what is it - negotiations? What are they made of? What rules for preparing negotiations do you need to know?
Like the whole, any negotiations have their own internal structure - stages of conduct:
·Planning
· Making contact
· Definition of the "rules of the game"
Partner assessment
· Scenario development
· Conducting a trade. Concessions
· Completion of negotiations.
Anyone familiar with sales techniques may exclaim that the stages of negotiations almost completely coincide with the stages of sales. And he will make the wrong conclusion: “Any negotiations come down to a sale.” It would be more correct to say that selling is a type of negotiation.
The main difference between negotiations and sales is goals. In selling, the main goal is to sell the product. The seller may change his offer slightly, but the goal remains the same - a simple “yes” to an offer to buy the product.
Negotiations involve two people discussing a subject together. During the discussion, goals may change depending on what the other side says. Therefore, the negotiator must have not one task set for himself, but several, which will allow him to maneuver and achieve success.
.1 Stages of effective negotiations
Planning negotiations
At this stage, the most important thing is to formulate your goals for yourself. Without a clear goal, the discussion will very quickly go sideways, thanks to the distracting tricks of the opposite side, shifting the focus from the main topic of discussion to secondary ones. Therefore, the negotiator must define his goals in advance, dividing them into three groups:
· Long-term goals.
· Likely targets.
· Mandatory goals.
Long-term goals are those that you ideally want to achieve.
Probable goals are less achievable, but still very desirable.
Mandatory goals are those that must be achieved in any case.
At this stage of negotiations, it is also very important to analyze possible concessions from the opposite side, as well as prepare answers to possible objections.
Establishing contact - creating an atmosphere of trust.
We can talk a lot and for a long time on this topic. I would like to talk about one of the main qualities - the ability to empathize.
Empathy is the ability to understand and accept the “inner world” of the interlocutor. The ability to empathize is the ability to see the world around you through the eyes of your interlocutor. If a negotiator is able to truly empathize, then he will be able to create an atmosphere in which the opponent has the impression that he is understood and sympathized with.
If you develop the quality of empathy, you will be able to convince others, and the likelihood of your personal success will be very high.
Definition of the "rules of the game"
Before taking any steps, you need to agree with your interlocutor on how your negotiations will take place: in what form, what will follow what and, most importantly, what criteria will be used and who will set them.
This stage will set the tone for all negotiations, and if any misunderstandings or, especially, conflict arise, be sure to stop all conversations and return to reciting the “rules of the game” that you have established.
Partner rating
At this stage of negotiations, it is important to determine the key needs and starting position of the opposite party, to probe what concessions he can make.
The main tool at this stage is the technique of asking open questions and listening skills.
All questions can be divided into two groups: open and closed. Open-ended questions effectively stimulate discussion and require detailed answers. Closed questions (requiring monosyllabic answers) worsen negotiations and lead to aggressive and negative reactions.
Pre-prepared questions will help you glean a lot of information about your opponent’s needs, his value system, and understand what concessions he is willing to make.
Scenario development
If you film the negotiations, it becomes a film. The actors in this film will be the negotiators themselves. Like any other, our film has a script. This scenario is called a negotiation scenario.
The negotiator’s task is to develop several scenarios for future negotiations even before the conversation begins. While establishing contact and assessing your opponent, you must choose a scenario and run it at this stage.
Conducting a trade.
Concessions
This stage is often called the “big IF.” For example: “If you agree with X, then I will agree with Y.” Following the “if... then...” method, both parties move along the path of compromises towards a final agreement. With this tactic, the parties feel that both sides are winning. This is the ability to make concessions. If your interlocutor offered you a concession during negotiations, then he expects the same actions from you - this is the main condition of negotiations.
Completion of negotiations
Once all issues have been resolved, summarize the items on which you have reached agreement and close the deal. In all negotiations, the practice of confirming all details in writing has worked well to avoid any misunderstandings and the possibility of hearing the phrase: “Yes, there is one more small detail...”.
4. 3 golden rules of negotiation
business negotiations communication behavior
1. Be the first to negotiate
Always try to be the first to initiate the negotiation process, since whoever controls the beginning most often controls the end. If you allow the other party to negotiate, you will give control into their hands and, most likely, will not even notice how it happened. For example, when you ask someone what their allocated budget is, you are giving them the power to negotiate. You'll end up spending your time chasing amounts instead of finding the best solution.
When Grant sits down for a negotiation that will include the topic of money, he sometimes even interrupts the other party in order to prevent them from taking over the situation and directing the conversation in the direction they want. This sounds strange, but it is a very important point. It is you who should initiate such a deal.
One day, he had a client who wanted to offer his terms in advance. To which Grant replied that he appreciated his willingness to immediately tell what exactly he could do, but he would be grateful to him if he would give him the opportunity to also show the prepared information. And after that he should inform you if such conditions do not suit him. This allowed Grant to take control of the process into his own hands.
2. Always keep negotiations in writing.
Grant knows many sellers who have sat down to negotiate terms and deadlines without a written agreement. But the purpose of negotiations is to achieve a written agreement, and not to waste time on empty talk. From the moment the proposal is voiced, the client must have a document in front of him that includes all the clauses of the agreement. It becomes a reality for the intended client.
If you negotiate first and only sit down to put the agreement in writing at the end, you will waste extra time. If you make changes during negotiations to an already drawn up agreement, you can offer the finished document for signature immediately after you come to a general agreement.
3. Always stay calm
During negotiations, the atmosphere can be filled with a huge number of different emotions that replace each other depending on the situation. Experienced negotiators know how to keep a cool head, thereby managing the situation and offering various reasonable solutions, while other participants can be immersed in their turbulent and often unhelpful emotions, which only hinder progress. Crying, aggression, anger, and raised voices will certainly help you let off steam and feel better, but they will in no way lead you to a successful conclusion of the negotiations.
When things get heated and everyone is getting emotional, stay calm and use logic to come up with a reasonable solution to the situation.
These were the tips from Grant Cardona. Well, we want to remind you of a few more human rules of good manners - respect your partner and do not try to deceive him. Mutual respect is very important, since falsehood is immediately felt. The deal must be beneficial for both parties, otherwise it is no longer negotiation, but coercion.
5. 9 rules for conducting effective business negotiations
Before the meeting, clearly formulate the purpose of the negotiations. Sometimes it can be presented in three versions: in the form of the most desirable, acceptable and undesirable outcome of the negotiations. It’s best to think through a strategy for your behavior in each of these cases.
When formulating a goal, proceed not only from your interests. Constantly put yourself in the shoes of your negotiating partner. Achieving your goal should be beneficial for him too. Ideally, you will have many arguments to prove this.
Schedule negotiations in a decent place. No office? Let it be a good coffee shop. It’s strange, but this rule is often neglected. The place where you propose to meet already characterizes you.
Think over your wardrobe. Your appearance will dictate the attitude of the interlocutor towards you. And not only in the first minutes, but, rather, in the following. If you are not fashion conscious, then don't try to impress. Dress simply and neatly, in something you feel comfortable in.
If you know how to dress, then you can play with your appearance. One of my friends, a leading specialist in an advertising agency, sometimes comes to negotiations very colorfully dressed, in a youth style, with some kind of cheerful canvas bag, wearing a funny hat. But at the same time, he has a watch worth 10 thousand dollars on his hand, and a Vertu phone on his desk. And, importantly, he presents himself as a respectable, confident person and businessman.
This combination allows you to achieve interesting results. The interlocutor experiences a break in the pattern, and in the first half of the conversation he tries to understand who he is talking to from the point of view of his social role. Often this allows my friend to “push through” the agreements he needs faster and more efficiently. But, it must be said that the use of such a method is the highest mathematics of the negotiation process.
Maintain a positive attitude from the beginning to the end of the meeting. Believe me, this dramatically increases the likelihood of a positive outcome of the negotiations for you. Smile. Not forcefully, of course, but sincerely. If you are afraid and worried, then try to translate these feelings into drive and excitement, into a sparkle in your eyes. Just don't overdo it, so as not to pass for a person who is a little crazy.
At the beginning of the conversation, give the interlocutor a business card and tell about yourself and your company. Brief, but clear. After that…
. …seamlessly into why you wanted to have this meeting. Formulate your thoughts as accurately and concisely as possible. If clarity is not your thing, then think about it and prepare some kind of summary in advance.
It's surprising how often inexperienced negotiators neglect the last two recommendations. Sometimes you sit like this with some young man who has energetically asked for a meeting, and it is clear that it is very important for him to talk to you. But who he is is unclear from the vague explanations. And it’s even more unclear what he wants. Minute after minute passes, and he worries, gets confused, walks in circles and never gets to the point.
In such cases, I take the bull by the horns and start asking clarifying questions myself in order to save time: who are you, what is the subject of our meeting, how do you see the optimal outcome of our negotiations, etc. The interlocutor calms down, gives me the leading role and then moves on the path that I lead him. Usually a couple of minutes are enough to get to the point. Meanwhile, in any negotiations, it is better if you direct the conversation, and not your interlocutor. This indicates your strength and self-confidence, and these qualities always command respect.
Remember that the inability to clearly explain what you want is a real chance of getting one answer to your proposals - “no”.
Don't delay negotiations. Keep the conversation compact.
When concluding a conversation, clearly formulate and voice your summary. Like: “...so you and I have agreed on such and such, I will send you such and such documents and call you on Friday...”. Negotiations must have a clear result.
6. Interesting
How to reach a mutually beneficial agreement in negotiations
Excerpt from "Getting to Yes", Fisher, R, and Urey. W., the Harvard Negotiation Project
1. Clearly separate your attitude towards people and your attitude towards business.
· Be firm on business principles, but gentle with people.
· Study the deal from your opponents' point of view
· Make your proposal in accordance with their value system
2. Focus on shared values and interests, not on the positions of the parties
· The value system determines the outcome of negotiations
· Each party has many interests - clearly define yours and find out their interests
3. If negotiations are stalled, brainstorm for the common good.
·Think creatively<#"justify">4. Use objective criteria to make decisions
· Don't give in to pressure, make deals based on principles
· Collaboratively determine what standards and procedures are fair
· Discuss controversial issues in a collaborative manner.
The dumber the smarter - pretend you don't know anything
Socrates used this method 2300 years ago. He feigned ignorance to encourage others to express their views as fully as possible.
Today, many of the wisest and most successful people on the planet have mastered and use this method very effectively, whether intentionally or unintentionally. People who try to impress with their intelligence are actually not particularly smart. Truly smart people know that by pretending not to understand and forcing the other party to explain the same things, they will be able to understand the other person better and prepare their answer better, since they will have more time to do it.
Use the 80/20 principle
Don't forget that according to the 80/20 principle<#"justify">Recommendations from The Complete Murphy's Laws
Eddie's first law of business: Never negotiate before 10 a.m. or later than 4 p.m. In the first case, you will get the impression that the subject of negotiations is too important for you, and in the second - that you have already lost all hope.
Truman's Law: If you can't convince them, confuse them.
Helga's Rule: Say no first, then negotiate.
Art and sales skills
Regardless of what you do, regardless of your ability to sell<#"justify">References
1.#"justify">2. #"justify">. #"justify">. #"justify">. http://www.akviloncenter.ru/books/peregov.htm
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The tone of the conversation should be smooth and natural, but not pedantic and playful, that is, you need to be learned, but not pedantic, cheerful, but not making noise, polite, but not exaggerating politeness. In the “world” they talk about everything, but don’t delve into anything. All serious polemics should be avoided in conversations, especially in conversations about politics and religion.
Being able to listen is the same necessary condition for a polite and well-mannered person as being able to speak, and if you want to be listened to, you need to listen to others yourself, or at least pretend that you are listening.
In society, you should not start talking about yourself until specifically asked, since only very close friends (and even then hardly) can be interested in the personal affairs of anyone.
The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.
The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts.
Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.
1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.
2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.
3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.
4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.
5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.
6. Acceptance. Try to accept the other side and be open to learning something new from your partner.
The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.).
The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.
Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.
Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.
Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.
The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.
Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.
And lastly, a negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties. The results of negotiations are influenced by many factors: perceptions, emotions, positions of different parties, and others. To resolve various disputes, it is very important to clarify the way of thinking, the thinking of opponents, which greatly contributes to successful negotiations. An important point in negotiations are also emotions that need to be suppressed using the so-called “letting off steam” method, which allows you to free yourself from feelings of anger and fear that arise in disputes. In addition, apologies, expressions of regret, handshakes, and inexpensive gifts relieve a hostile situation.
Objective criteria must be legal and practical, regardless of the wishes of the parties.
Business meeting– a form of business communication. The purpose of their holding is to reach an agreement between those who participate in them. Conducting business negotiations is necessary to discuss problems and find solutions that can satisfy all parties to the negotiation process. A modern business person must know all the nuances and features of their implementation in order to successfully develop his business.
Functions of business negotiations:
- Informational – in the process of communication only information exchange can occur;
- Communication – establishing new relationships, business connections;
- Control, coordination of actions - with established business connections, partners often simply clarify some points;
- Regulatory – solving emerging problems to end controversial situations.
How to negotiate?
Conducting business negotiations, the purpose of which is to conclude an agreement beneficial for all parties, is not an easy process. It consists of several stages. And each stage has its own characteristics.
Preparation
90 percent of success depends on this stage. At the preparatory stage it is necessary:
Identify the problem, find those who can solve it:
- Understand the interests of all parties, clearly formulate a plan and program for a business conversation;
- If necessary, select representatives of the delegation;
- Organize a meeting, take into account all organizational issues related to preparation for the negotiation process.
Clarification
Making proposals
Allows you to resolve controversial situations that often arise during business conversations. At this stage, proposals are exchanged, the parties determine where they have misunderstandings.
Bargaining
The parties strive to achieve the desired goal through concessions, exchange of something that has a different price and value for each party.
Making decisions
The final stage – consolidation of agreements
Requires mandatory recording of the agreement reached in order to avoid the parties refusing the decision that was made during the negotiations.
Types and forms of business negotiations
Business negotiations are an oral conversation with the personal participation of interested parties. It can be 2-way or multi-way. These types of business negotiations can be carried out in the form of an argument, discussion, persuasive, as well as constructive or instructive conversation. In turn, a multilateral business conversation can also be organized in the form of a meeting, a meeting, a conversation at the so-called “round table”, or a presentation.
The most common forms of business negotiations
- Constructive conversation
The parties exchange opinions. The process is mutual. Each of the parties takes into account all expressed considerations, positions, facts, regardless of who is their author.
- Instructive conversation
Transfer of information on one side. As a rule, in the form of instructions, instructions. The goal is to force the other party to reach the desired agreement.
- Persuasive Conversation
Persuading the interlocutor to the desired goal through persuasion using logical reasoning, having the weight of arguments, facts that are serious for solving a specific problem.
- Dispute
In other words, this form of business negotiations can be called a verbal competition. Each side tries to defend its opinion.
- Discussion
A type of dispute, but softer, since during a discussion, a position is defended on the basis of arguments, evidence, verified facts.
The following types of business negotiations also differ:
Rules and features of business negotiations
The rules of business behavior in negotiations, if we talk about the cultural aspect, are specific, which is influenced by certain factors. Example - the rules may depend on the norms of behavior of participants in the negotiation process, determined by their nationality and citizenship. Thus, the rules of negotiation among businessmen in Western countries are not always compatible with the “guidelines” adopted in Asian countries. Therefore, if it is necessary to reach an agreement with a foreign partner, the main rule of business negotiations is to take into account the cultural, national and other characteristics of the country of which your partner is a citizen.
Basic rules of business negotiations
Collection of information
It is necessary to collect information not only about the partner, his goals, motivation, but also to work out the content of the future conversation. This rule must be observed at the preparatory stage of the negotiation process.
Drawing up a negotiation plan
This rule simplifies the process of conducting a business conversation, and also allows you to have at hand ways to resolve conflict situations if they arise.
Environment control
It is important to choose the right place for organizing business negotiations. The correct choice is influenced by the conditions, duration of the negotiation process, and other factors. Interesting fact! Practice shows that those who organize a meeting achieve greater success in negotiations.
Restraint when speaking to the other party
Do not reject your opponent’s thoughts and ideas as soon as he expresses them. It is recommended to write them down, analyze them, and, taking the initiative into your own hands, discuss your opponent’s opinions and ideas with him.
Important! Discussion of soft issues should be held at the beginning of business negotiations. This allows you to create a favorable business atmosphere for solving more complex problems.
Features of business negotiations depend on the tactics of their conduct.
- Ultimate tactics involve tough negotiations, when one of the parties immediately lays out its decision. The result is either the opponent agrees or leaves. The downside is the possible loss of a potential partner.
- Emotional swing tactics, when techniques are used to change the opponent’s mood. Either accusations or pleasant words are spoken. This behavior makes it difficult for the other party to focus on their proposal. The result is that the opponent agrees to the proposal provided that he is a psychologically unstable person.
- An ultimatum given at the end of a conversation. It is a symbiosis of the two above tactics. First communication, then a sharp ultimatum. The result is that the weakened opponent agrees to the proposal.
- The method of imposition, when the parties pursue the goal of breaking the negotiation script and imposing their vision of the business conversation.
- Fast pace of negotiations. The opponent is set to a certain duration of the negotiation process, for example, 40 minutes. And the other side immediately declares that the negotiations will last only 15 minutes. And she remains the winner, since she prepared the negotiations with the expectation of a 15-minute period, and her opponent was preparing for a 40-minute conversation.
Professional ethics of business conversations
Business professional negotiation ethics includes many rules that business people must follow. Their list includes ethical standards of business culture. The latter is a business culture, expressed in a method of self-organization, which is aimed at the efficiency of extracting profit from economic activities. The etiquette of business negotiations is inextricably linked with business culture, the norms of which relate to: 
- Features of organizing a business meeting;
- Behavior of negotiators;
- Selection of clothing and accessories;
- Rituals of drinking alcoholic beverages;
- Speech, gestures and much more.
Trainings “Business Negotiations”
How to learn to conduct the negotiation process correctly and competently? Our company’s effective programs can help with this, allowing you to study this area of business activity and apply the acquired knowledge in practice. The list of trainings is sufficient to master the technique of conducting successful negotiation processes, learn about the norms of business culture and etiquette.
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