Int Negotiation Tech II

I.3.
4 Persuasion
Þ The very nature of negotiation requires both parties to move
closer together to achieve a compromise.
Þ Persuasion or influencing on the other hand is the process of

getting the other side to do what you want them to do.
Þ Persuasion skills are a key ingredient to a successful negotiation.

You need to be able to persuade your counterpart to understand
and accept your position.
B2C.com
Pull style – getting information about the
counterparty, understanding their position, and
developing a mutually beneficial agreement. This style
is generally recommended when both parties aim to
enter into a long-term relationship with the opposing
party.
Push style - giving information to the other party and
making them understand your views. It is suitable
when the other party is more powerful and less
interested in the partnership.
 Develop self-confidence
 Learn to proactively counter criticisms
 Highlight the benefits

SECTION II
Ethic and relationship in the

negotiation: conflict, trust and
preparation.
II. 1 Ethic and relationship in the negotiation
II.1.1 Ethic in negotiation
Reciprocity – Would I want others to treat me or
someone close to me this way?
Publicity – Would I be comfortable if my actions were

fully and fairly described in the newspaper?
Trusted friend – Would I be comfortable telling my

best friend, spouse, or children what I am doing?
Universality – Would I advise anyone else in my
situation to act this way?
Legacy – Does this action reflect how I want to be

known and remembered?
FON
II.1.2 Relationship in negotiation
ÞA relationship in negotiation is a perceived connection
that can be psychological, economic, political or personal;
whatever its basis, wise leaders, like skilled negotiators,
work t0 foster a strong connection because effective
leadership truly depends on it.
ÞPositive negotiation relationships are important not

because they engender warm feelings, but because they
engender trust – a vital means of securing desired actions
from others.
Three types
1. Business-Only
Þ Negotiation in Business-Only relationships are
unique in that expectations for the relationship are
limited and easily defined.
Þ Common practice: market pricing -> a method of

putting value on things in which everything is
reduced to a single value or utility that allows for the
comparison of many qualitatively and quantitatively
diverse factors.
2. Friend-Only
ÞAre plagued by numerous attributes that make them more
difficult, due to cultural and exchange norms.
• Cultural norms: to take care of the people we love and are

close to, respond to their needs, and not keep track of who
has provided what in the relationship/
• Exchange norms: concern the giving and taking of benefits
and resources.
ÞFriends are often less competitive with each other.

ÞProblems:
 friendship may also block individuals from achieving

high-level integrative agreements.
Friends have a tendency to graviate toward equality

rules or equity rules in resolving a conglict.
Abilene paradox: when friendship leads to the

mismanagement of agreement.
3. Mixed Relationship
ÞRelationship between parties that is both personal
(friends or family) and business-related, is commonly
known as an embedded relationship.
ÞThere is much higher potential for emotions, internal

value conflict, and a lack of creativity or innovation.
II.2 Conflict and Trust in negotiation
Take turns to
Practice active
talk to each
listening
other
Control your
anger Stay calm
Don’t leave the

problem Compromise
unsolved Conflict
Stand up for
Be clear about
yourself by
what you want
being assertive
Deal with what

Learn to forgive is happening
right now
II.3 Preparation to the negotiation
II.3.1 Successful outcome of a negotiation
 Identify all possible scenarios
“The first step to a successful negotiation is to

hypothesize and plan for all potential outcomes”,
said Lucy McQuilken, chief financial officer at
Whoop, a developer of wearable sports technology.
“Having enough conversations beforehand around what
those scenarios really are and making sure that
everybody understands what we are trying to
accomplish is really important,” McQuilken said.
“If everybody understands what the goal is and what the
maximum and minimums are that we’ll accept, it
helps with improvising during the negotiation.”
 Take a break
“We strongly encourage not reacting to the other side’s
emotion … and [instead] figuring out what our true
differences are so we can negotiate on differences
and not on emotion,” Nealon said.
“You’ve got to make sure that you pull a team together
that doesn’t want a win-lose outcome, but a
partnership with the other side.”
Pay attention to body language
Do a post-game replay

ÞIn today’s world, not all negotiations happen face-to-face, which can
make it difficult to see someone’s emotional reaction or body
language.
“Without a doubt, in every post-meeting, we will learn from each other

about what they heard versus what we heard,” said Steve Webber, the
company’s CFO. “When you’re talking, when you’re speaking, or when
you’re in the heart of the negotiation, the two or three people next to
you will hear and see the interaction in a different light.”
Focus on the outcome
ÞIn the thick of a negotiation when everyone is thinking about
winning, it’s easy to lose sight of the benefits of a brokered
agreement.
ÞIt’s also wise to stay humble, even if a negotiation goes perfectly

to plan. While a little bit of confidence is good, leaders should
guard against arrogance, which can raise risk in negotiations.
“You have to paint a picture of what the situation’s going to look

like after the agreement,” McQuilken said.
II.4 Techniques and tactics of negotiation
 Reframe anxiety as excitement
Þ Preparation stage often comes with unpleasant side
effects, such as sweaty palms, a racing heart, and
seemingly overwhelming anxiety.
Calm Take a deep

down!!! breath!!!
Draw on the power of silence
ÞIn negotiation, as in discussion, we tend to rush in to
fill any uncomfortable silences that arise with
persuasion techniques and counter-arguments.
Allow a short
moment of silence
!!!
Ask for advice
ÞNegotiators often assume that asking the other party
for advice will convey weakness, inexperience, or both.
Flatter the Benefit from the

advisor!!! advice!!!
II.5 The cross-cultural context of negotiation
II.5.1 Intercultural communication theories
ÞThe failure to understand cultural differences can bear
serious consequences.
ÞIntercultural communication essentially means

communication across different cultural boundaries.
Þ Defined as sharing information on different levels of

awareness between people with different cultural
backgrounds.
 Social science approach
Þ Focuses on observing the behavior of a person from a
different culture in order to describe it and compare
it with other cultures.
Þ Examines the ways in which individuals adjust their

communication with others in different situations,
depending on who they are talking to.
 Interpretive approach
Þ Focuses on accumulating knowledge about a culture
through communication in the form of shared
stories based on subjective, individual experiences.
Þ Individual context is important, so it does not strive

to make generalized predictions based on its
findings.
Dialectical approach
ÞExamines aspects of intercultural communication in
the form of six distinctions:
Cultural vs individual
Personal vs contextual
Differences vs similarities
Static vs dynamic
History vs past-present vs future
Privilege vs disadvantage
Critical approach
ÞExamines cultures according to their differences
compared to the researcher’s own culture and, in
particular, how these cultures are portrayed in þe
media.
II.5.2 How to manage cultural factors during
the negotiation
Research the whole person – in addition to learning about
a negotiating partner’s culture, try to get to know the person
as an individual. (where has he worked? What are his skills?)
Negotiate like a diplomat – to look further beyond

stereotypes, consider the broader context of your
negotiation. ( thinking several steps ahead)
Take the pressure off – lessen the stress surrounding your

negotiation by taking frequent breaks, getting to know one
another, and making sure deadlines aren’t too tight.

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I.3.

Þ Persuasion or influencing on the other hand is the process of

Þ Persuasion skills are a key ingredient to a successful negotiation.

 Learn to proactively counter criticisms

 Highlight the benefits

Ethic and relationship in the

Publicity – Would I be comfortable if my actions were

Trusted friend – Would I be comfortable telling my

Legacy – Does this action reflect how I want to be

ÞPositive negotiation relationships are important not

Þ Common practice: market pricing -> a method of

• Cultural norms: to take care of the people we love and are

ÞFriends are often less competitive with each other.

 friendship may also block individuals from achieving

Friends have a tendency to graviate toward equality

Abilene paradox: when friendship leads to the

ÞThere is much higher potential for emotions, internal

Don’t leave the

Deal with what

“The first step to a successful negotiation is to

Do a post-game replay

“Without a doubt, in every post-meeting, we will learn from each other

ÞIt’s also wise to stay humble, even if a negotiation goes perfectly

“You have to paint a picture of what the situation’s going to look

Calm Take a deep

Flatter the Benefit from the

ÞIntercultural communication essentially means

Þ Defined as sharing information on different levels of

Þ Examines the ways in which individuals adjust their

Þ Individual context is important, so it does not strive

Negotiate like a diplomat – to look further beyond

Take the pressure off – lessen the stress surrounding your

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