Elements of Business Negotiation: Ten Elements of Negotiation
style
There are five types of negotiation styles, namely, accommodation, compromise, avoidance, cooperation and competition.
The accommodating type is very willing to solve each other's difficulties and is good at building relationships, but pays little attention to the situation.
Compromise type is eager to reach an agreement, trying to bridge the gap between the two sides, but less considering the standard.
Avoidant type is good at delaying or avoiding contradictions, but lacks countermeasures for the conflict itself.
Cooperative is committed to finding the best solution for all parties, but it often complicates simple things.
Aggressive people like to win, full of energy and motivation, but they will talk to each other about discomfort such as manipulation, coercion and even insult.
Corresponding to the above five positive categories are five negative categories: no compromise, no avoidance, no cooperation and no competition, which will not be discussed here.
Emphasize that no negotiation style is the best, just like there is no panacea. But interestingly, the data shows that cooperative style is the majority in efficient negotiation teams.
As a talker, the first thing to do is to understand the styles of yourself and your opponent, and take different styles or ways to deal with them effectively in different situations. If you want to know your own style, you can use Richard Schell's style test table or Thomas kilman's conflict pattern instrument Tki and other tools. If you want to know each other's style, you can learn more from third parties or dig from second-hand materials. As for what style to use on what occasions, negotiation skills will be discussed.
target
For yourself, you should be clear about your bottom line, go away, absolutely limit, set an optimistic, reasonable and specific goal, and stick to it before the negotiation. Optimism refers to appropriately amplifying one's expectations, while rationality refers to having well-founded industry standards and historical data, specifically, quantifying goals as much as possible.
Therefore, before and during the negotiation, try to make clear the bottom line of the other side, delimit the Zopazon where an agreement may be reached, and judge whether the negotiation area between the two sides is a positive and positive bargaining area or a zero-sum and negative bargaining area, or create a positive and negative interval to continue the negotiation under special circumstances. Once you find out the other side's cards, you will naturally have the initiative to negotiate.
This so-called know yourself and know yourself, and you will win every battle.
Remember not to escalate the mitment during the negotiation process, and strictly control the order of the winner's curse.
standard
In the negotiation, you should be able to skillfully use standards and norms, especially those adopted by the other party, in order to gain the "normative advantage". In other words, when the ideas and arguments you advocate are reasonable and acceptable to the other party, it will help to resolve differences and gain advantages.
Syllogism, seemingly reasonable, is actually an intellectual compulsion, that is, taking a series of irrefutable standards to lead you into the urn. There are three ways to avoid it: slow down the pace of not following the other party, get more information and more reference standards, have your own words to describe from simply answering questions to describing yourself, and avoid falling into the trap of blindly answering questions or the other party's statement.
relationship
The relationship between speakers can be divided into the relationship between strangers, personal relationship and professional relationship between them. Facts have proved that the closer the personal relationship between the two negotiators is, the greater the possibility that the two sides will reach a compromise, share equally and minimize conflicts. On the contrary, strangers are more likely to be competitive and selfish.
Why do people tend to use equal spiritual norms to distribute benefits? The reason is very simple, because at this time people use loss thinking, not profit thinking. On the one hand, the proposer is unwilling to ask for a small part of the benefits in order to lose most of the benefits; On the other hand, the proposer does not dare to advocate most of the interests, because he is afraid that the other party will refuse because of his small loss, so he has the principles of "tending to the middle" and "sharing equally".
Of course, the core of interpersonal relationship is based on trust and justice, which is extremely subjective and fragile. There are two 7 rules:
1. The cognitive understanding between people is formed within 7 seconds, and then it is corrected. Therefore, the first impression is very important.
2. It takes seven times as long to repair relationships as to destroy them. Therefore, maintaining trust is more difficult and important than gaining trust.
Personal relationship is easier to negotiate than stranger relationship, but this kind of relationship is not the best negotiation relationship, especially in competitive negotiation with priority to interests. The survey shows that the best negotiation relationship is the intermediate professional relationship.
profit
It is particularly important to determine the interests of the other party, determine the decision makers, find the same position and seek a win-win solution in the negotiation.
In addition to sticking to the bottom line of their own interests, we should also proceed from the interests of the other party in order to exchange roles and measure the same interests and positions from the other side's perspective.
Experienced talkers will follow the "four or six rules". Ordinary negotiators spend 10% of their time on the same or complementary interests, while 90% of their time is spent on their own goals and blocking the potential attacks of the other side; Successful and experienced negotiators will spend 40% of their time in the former and 60% in the latter.
The next step is to determine the other party's decision maker, determine and eliminate the interference items that hinder the agreement, and finally achieve a win-win situation.
There are three ways to clarify each other's interests: actively listening, empathizing, and directly asking for it. The first two methods encourage the other party to take the initiative to state, while the latter is the most direct and effective way to avoid mutual suspicion or vague concepts.
Advantage bargaining power
The superior side has a greater chance of defeating the inferior side, both in sports and negotiation.
Advantages come from demand and attention. Generally divided into three categories, when you master the resources needed by the other party, you have a positive advantage; When the other person cares about your threat, you have a negative advantage; When your request is reasonable and the other party is unreasonable, you have the advantage of principle.
Obtaining social proof through alliance means, that is, giving opponents behavioral hints, can also gain advantages. In addition, the best alternative to reach an agreement through negotiation can gain more advantages. BATNA is what we often call "having cards in your hand". Imagine, when you have an employment notice in your hand, do you feel that you have more say in the salary negotiation with your boss?
There are also many misunderstandings about advantages.
Do people with strong economic strength, high social status and wide connections have great bargaining advantages? The answer is no, of course. A rich man driving a good car violated the rules and hit a small diaosi. Does he have a great negotiating advantage?
Are the advantages of negotiation inherent and objective?
Wrong. First, the advantage itself has a time factor, and today's advantage may be tomorrow's weakness. For example, the population advantage in the war era is probably the population disadvantage in the economic development period. Secondly, negotiation itself is a subjective communication process, all decisions are based on cognitive judgment and perception, and perceptual nature plays more roles, which makes threats and bluffing in negotiation become common skills. It doesn't matter whether you can do it or not, what matters is whether your negotiating opponent thinks you can do it or not!
culture
Cultural differences are often a huge stumbling block to negotiations, and even directly lead to the breakdown of negotiations. Therefore, it is an important condition for the success of the negotiation to improve the CQ of literary businessmen, understand the local customs and accept cultural differences with tolerance.
Characteristics of business negotiation: three characteristics of business negotiation
For the purpose of obtaining economic benefits
Different negotiators participate in negotiations for different purposes, and diplomatic negotiations involve national interests; Political consultation concerns the fundamental interests of political parties and groups; Military negotiations are mainly related to the security interests of opposing sides. Although these negotiations inevitably involve economic interests, they are often conducted around a basic interest, and their focus is not necessarily economic interests. On the other hand, business negotiation is very clear. The basic purpose of negotiators is to obtain economic benefits and involve other non-economic benefits on the premise of meeting economic benefits. Although, in the process of business negotiation, negotiators can mobilize and use various factors, and various non-economic interests will also affect the outcome of the negotiation, but its ultimate goal is still economic interests. Compared with other negotiations, business negotiations pay more attention to the economic benefits of negotiations. In business negotiations, negotiators pay more attention to the cost, efficiency and benefits of weight or technology involved in negotiations. Therefore, people usually evaluate the success of a business negotiation by obtaining economic benefits. Business negotiations that do not pay attention to economic interests will lose their value and significance.
Take value negotiation as the core
Business negotiation involves many factors. The needs and interests of negotiators are manifested in many aspects, but the value is the core content of almost all business negotiations. This is because the price is the embodiment of the value in business negotiation, which directly reflects the interests of both parties. Many times, the gains and losses of both sides in other interests can be converted into a certain price more or less, which is reflected by price fluctuations. It should be pointed out that in business negotiations, on the one hand, we should focus on price and stick to our own interests, on the other hand, we should not be limited to price, we should broaden our thinking and strive to win our due interests from other interests. Because, instead of arguing with the opponent on the price, it is better to let the other side make concessions unconsciously on other interests. This is what people engaged in business negotiations need to pay attention to.
Pay attention to the rigor and accuracy of the contract.
The result of business negotiation is reflected by the agreement or contract reached by both parties through consultation. The terms of the contract essentially reflect the rights and obligations of all parties, and the strictness and accuracy of the terms of the contract is an important prerequisite to ensure the negotiation to obtain various benefits. Some negotiators have made great efforts in business negotiations and finally achieved favorable results for themselves. In order to get the contract, the other party also made many concessions. At this point, the bidder seems to have won the negotiation. However, if the terms of the contract are taken lightly and the integrity, rigor, accuracy, rationality and legitimacy of the terms of the contract are not paid attention to, the result will be trapped by the negotiators in wording or expression skills. Therefore, in business negotiations, negotiators should not only pay attention to verbal commitments, but also pay attention to the accuracy and rigor of contract terms.