Influencing Through Negotiation - The Tactics
- Do not respond to a proposal with a counter proposal.
- Restate, validate clarify and probe.
- Invent options for mutual gain - win /win – dovetail outcomes.
- Avoid attack/defence exchanges. Use "negotiation Aikido".
- Treat their proposal as one option. Probe for the outcome behind it.
- Treat your proposal the same way.
- If attacked, probe for the outcome behind the attack.
- Anchor any and every state you can use later.
- Avoid ‘irritators’ - value judgements and statements that glorify the options you favour .
- "I can’t believe you’d make such a ridiculous offer"
- Separate intent from behaviour .
- Label suggestions and questions : i) "Let me offer a suggestion" ii) "I’d like to ask a question"
- Use "I" language rather than accusing :
i) "I’m having trouble understanding this", rather than,
ii) "You’re not making yourself clear". - State your reason first before making a proposal.
- Anticipate Objections - Handle in advance.
- Behavioural Flexibility - Law of requisite variety .
- Minimise the reasons you give when stating an option .
Multiple reasons give the other the opportunity to select the weakest and make it the basis for rejecting the option.
NOT : " We must implement flexitime because: it will increase our hiring options, it will reduce our turnover, our employees will be happier, we’ll look like a progressive company"
Test understanding and summarise :
"So you think that …"
"Your main concern is …"
"Then it seems that we both think the idea is worth a trial period"
"Let me be sure I understand where we are now"
Remember never attack the personality but the behaviour that is unacceptable to the process.
