Communication definition: It is the process of transmitting a certain information or meaning to an object or object, in order to obtain the corresponding effect from the object;

The 5C principles of communication: clear (pronunciation and articulation); concise (expressed content), accurate (information), complete (information materials), constructive (ideas);

Communicate with leaders: understand the leader’s intentions, repeat what the leader said, and add your own meaning;

Methods for coordinating work: Why do we do it? How to make it? Who is responsible? Implementation and completion time? Where is it done? In what way is it done?

interactivity

mediality

expectancy

Purpose

Overview of Negotiation: The behavior and process in which people strive to reach consensus through negotiation in order to coordinate their relationships and meet their respective needs. Or when people negotiate an agreement in order to reach agreement, they are negotiating.

Why others should cooperate with you and listen to you:

Three-dimensional demand analysis of employees and enterprises

Characteristics of a master at communication and negotiation

Correct understanding: If the other person has a different opinion, it is not disrespectful to you; Sometimes the other person asks questions just to show off that they know more; The goal is never to prove that we are smarter than others; There is no gain in proving the other party wrong; If the other party feels hurt, they will take every opportunity to defend and fight for themselves; Everyone hopes to be recognized by others; Patience and logic can wear away objections;

Artistic expression of high emotional intelligence communication: Organization, judging the needs of the people in the villa; deciding what effect you want to achieve; planning the content of the conversation; Express, introduce topics; express and support opinions; talk about the needs of others; Check, check the other person’s reaction;

Message sending skills: time, place, form

Use analogies and learn to tell stories; you can shock the enemy without exposing them and losing face; Talk about a social phenomenon and talk about needs on the side;

Three give-and-takes in communication and negotiation: Let the other party listen (timing, occasion, atmosphere); Make the other party listen reasonably (first tell the other party what is beneficial, then point out mutually beneficial aspects, and finally make demands); Make the other party happy to listen (how to tell the other party that they like it? How to make the other party feel relaxed? Which part is easier to accept);

Summary: Communication and Negotiation Thinking Checklist;

Negotiation strategy steps: Collect and organize the other party's information; evaluate the strengths and weaknesses of both parties, and predict the other party's acceptance area and initial position; Determine negotiation goals; Analyze the nature of negotiations and analyze the negotiation environment;

Analyze yourself: Know what you really need; Know why you need it; Know what the desired outcome is; Know what results you are striving for; Know what you value most; Know what you can’t accept the most; Know what your bottom line is;

Consider the priority of goals in advance: (Think clearly and know how to make judgments) Arrange goals in order of "most important" and "least important"; Distinguish goals between "issues of principle" and "issues that can be used to make concessions"; Infer the priority of the opponent's goals; Think about where you can give in; What is non-negotiable;

Analyze the opponent: Consider the need, why? Participate in decision-making; Decision-making process and time frame; competitive situation; feasibility analysis tools;

Analyzing the opponent often makes mistakes Improper collection of information; Hypothetical information

Establish negotiation principles: Goal oriented; The strategy must be pragmatic; Consider the identity of the other party; Consider the other party’s possible priorities; Don’t just talk about yourself but influence the other person;

Game elements and priorities: Things to discuss include price, quantity, quality, delivery, delivery, discounts, training, after-sales service, and others; List the issues you want to negotiate this time; Arrange the questions in order of "most important" and "least important"; Distinguish issues into "issues of principle" and "issues that can be used as conditions for concessions"; Infer the priority of the other party’s issues; Decide where to give in; What are the non-negotiable issues;

Consider possible options: An experienced negotiator has a broader mind and considers more solutions to problems than an average negotiator; As each option is considered, more data is collected; the range of possible solutions to each problem; Try to consider and explore various solutions from the other party's perspective; What are you prepared to pay for different solutions that you don’t have?

Wrapping up the toolbox: What are the main issues in developing a strategy?

Three metrics for any negotiation approach: It should be a sensible agreement; It should be efficient; It should improve (or at least not harm) the relationship between the two parties;

The power of information, intelligence and consultation: Rules for collecting information: Don’t be too confident; don’t be afraid to ask questions; the place where you ask has a big impact, and people will be very cautious in the work environment. It’s easier to talk a lot outside of the work environment. You can stay away from the work environment; ask about the companies the other person has worked for in the past; ask about the groups or social circles the other person participates in;

The power of leaving, creating a deadlock:

Overall plan, steps, time pressure: Time pressure: Under time pressure, people will be more flexible; don’t let the other party know that you are under time pressure; more than 80% of the concessions in negotiations are at the end of the negotiation Achieved in one-fifth of the time; the longer the negotiation takes, the easier it is to make progress; be patient and don’t compromise on the time spent; To counterattack, explain all the details clearly in advance. When the other party tells you that we will discuss this issue later, you must be alert;

Key points of the game: anchoring effect Negotiation is not just about price, but also about influencing the other party’s expectations; Always work around the other person’s “wants and fears”; Before and during negotiations, try to influence the other party’s feelings; Understand the target time and overall plan before negotiating; Influence and control the other party's time and overall plan during negotiations; After negotiation, cooperate with the other party’s time and overall plan;

Expectation management: both parties are satisfied with the exchange achieved;

Negotiation persuasion: Be persuaded by the logic of the other party’s arguments;

Ways to create feelings: Feeling that you can’t get better results if you persist;

Restricted and uncontrollable factors: Having to reach an agreement due to factors beyond our control, such as time, overall plan, etc.;