In a negotiation a common question is what types of information can be revealed and if so how much of that information should be revealed in a negotiation? Many factors enter into this question. This article explores three of the most common elements.
In a negotiation one of the keys to a successful negotiation is managing your counterpart’s expectations. We would all like to have a win – win negotiation, but part of that is managing your counterpart’s expectations. In the end what were their expectations of the outcome? What happens when they shared their results with others? How was the overall experience with you and the negotiation? This article will discuss each of these items. Perceptions matter, not just the results.
Do you know the saying “Prior Planning Prevents Poor Performance”? The same holds true for negotiations. Some plan to come to a meeting and hear what the other side has to say reacting to the offer of the other side. What happens if you run through “what if” scenarios? Do you know your holes in your approach?
This article addresses how to turn a crises into a collaboration. We can learn from hostage negotiators and their success rate is phenomenal. So what can you do to help yourself when you feel like you are in a crises with someone else?
From the book Peaceful Resolutions a summary of one of the steps to resolving conflict is a free six sided pocket guide (that fits in your pocket). One of the six sides of the tri-fold pocket guide offers Ten Steps for an Interest-Based Resolution. This 10 step summary process is elaborated on in this text.
In a negotiation each party enters into the negotiation with a position and series of interests. How we explore those interests goes a long way towards reaching a mutually acceptable alternative with the other party. Asking key questions appropriately makes a real difference in the outcome.
As we start a new year, it pays to reflect on how we make a difference in our vocation and what we may want to do differently with the start of this new year. This article explains how.
As someone who concentrates on resolving conflict, negotiating winning solutions and inspiring leaders I want to offer you some relatively simple tips to help make the start of the new year better for you related to potential conflicts with customers and staff. You are not alone. Consider this commentary and reach out to mentors to explore how these or similar ideas may work best for you in your situation.
This article summarizes lessons learned from interviews from 30 executives on lessons learned from positive and negative encounters. We all can learn from these.
What do you think? Does a reputation for collaboration or for competition suggest an advantage at the bargaining table? We both know you cannot control what others say about you, but you can control what you do and how you do it. You only have one reputation and once that is tarnished you are in trouble. So what type of reputation should you try to cultivate?
The point at which the buyer’s lowest price and the seller’s highest point are the same is called the reservation point. Is that the only thing that matters in a negotiation? I offer an example from a recent experience with a roofing contractor that I think we can all learn from.
Our brains are 98% and 2% rationale and yet we approach negotiations as if they are to be rationally resolved. This article focuses on your emotions and their emotions and how to address diffusing your and their emotions to focus on facts, issues, feelings and interests to work towards a resolution around particular issues.