First, make adequate preparations

Understand the space for conflict, how each defines the current issue, and the potential deal or negotiation space for each party at the moment

The consensus reached is a collection of the core demands of both or more parties.

Goals should be specific and achievable

Don't dwell on the other person's limitations. If you can help them solve them, you are helping yourself.

Don't arbitrarily agree to things you can't do

It is necessary to understand the other party’s decision-making chain and process, and the authorization space of the negotiation team.

Set a good bottom line before negotiating and protect core demands

Not limited to the current conflict space, think of other issues that can be discussed

Prepare off-balance sheet terms to gain more room for judgment

Plan your time well, focus on core issues and demands, and don’t waste too much time on minutiae

Eliminate the fear of conflict, get familiar with it first, then try it, and finally gain the joy of control and control

During the process, the goal should be anchored while taking into account the other party’s goals and the relationship with the other party.

is the science and technology of conflict management

Definition: Setting a position, making suggestions, making trade-offs, exchanging value, reaching consensus

Avenue to simplicity

Don’t be constrained by established tactics. You need to assess the situation, stay calm, and adapt to changes.

Can be upgraded to higher dimensions to solve problems

The basis of negotiation is information exchange, its essence is value exchange, and the result depends on the decision-making mechanism.

Not seeking the best, but seeking improvement

There is no absolute advantage, and we don’t just stay strong.

To ensure the accuracy and effectiveness of message delivery, it is also necessary to accurately receive and obtain the other party's true information and intentions.

Learn to listen, calm down, do not judge, do not respond, and try to understand

Repeating what the other person said is, first, to help confirm and clarify your understanding, second, to let the other person know that you are listening carefully, and third, to buy you time to think.

Learn to seize the flexibility and limitations in the other party’s expressions, which may be breakthroughs and opportunities.

Learn to ask questions, ask less closed-ended questions and more open-ended questions. Use open-ended questions to open up the other party, explore their flexibility, and even help the other party think.

Asking the other party to make an offer is actually giving up the initiative and control.

Be brave enough to step out of your comfort zone and take the initiative to make demands. Don’t be afraid of being rejected and being won more by the other party. Just focus on your goals.

The 5 powers of negotiation are: persuasion <listening power<generalization power<questioning power<suggestion power, progressively

When you ask for something from the other party, you must consider the cost from the other party's perspective. When you give something to the other party, you must consider the value from the other party's perspective.

From the perspective of both parties to the transaction, the value and cost of the same commodity are not exactly the same. The reconstruction and exchange of value and cost is what needs to be done in negotiations.

Use the concession rate of return to measure its efficiency and avoid making meaningless concessions

All concessions are planned in advance

Sometimes it is necessary to introduce more variables to solve the problem. Don’t just focus on the stock, but create more increments.

The best strategy for repeated games is: do good first, reciprocate favors, retaliate with retaliation, and let bygones be bygones.

Negotiation opening: face difficulties, ease the atmosphere, take a positive stance, and manage expectations

Can disclose some information to manage the other party’s expectations

Strive to take the initiative in negotiations, including agenda, framework, and proactive offer to lay the first anchor point

Before negotiating, obtain various information about the market, the other party, and relevant competitors through various channels.

Don’t argue to avoid being locked into the other party’s plan

If the other party cannot be persuaded, find out what the other party’s real needs are and work together to solve them.

Dare to put forward your own specific demands

Continuously laying anchors during negotiations can lead to phased achievements, which will help create a good atmosphere and reach a final agreement.

Don’t win for the sake of winning, only when the goals achieved are executable and implementable can it be meaningful

We must learn to leverage our own strength and exchange what others need for what we need.