How to get the best results for yourself

Step 1: Evaluate your best alternative

Step 2: Calculate your bottom line

Step 3: Evaluate the other party’s best alternative

Step 4: Calculate the other party’s bottom line

Step 5: Evaluate the protocol interval

You'll make a quote first when you don't have a clear advantage

Quotation is too low

Too much talk, too little listen

Try to influence the other person, but don't learn from the other person

Didn't challenge your assumptions about the other person

The agreement range was miscalculated and no re-evaluation was conducted during the negotiation process.

You make more concessions than the other party

Should you quote first

How to deal with the other party first quote

4 factors to consider for correct quotation

Step 1: Get to know all the information before negotiation

Step 2: Make sure your assumptions before negotiation

Step 3: “Question” Your Assumptions

Step 4: Roundabout inquiry

Step 5: Use contingency agreements to protect yourself from deception and deal with uncertainty

Strategy 1: Focus on the other party’s bottom line and the best alternatives

Strategy 2: Don't make concessions

Strategy 3: Don't be afraid of silence

Strategy 4: Label your concessions

Strategy 5: Define peering clearly

Strategy 6: Use Conditional Concessions

Strategy 7: Understand the impact of narrowing concessions on the other party

The other party's offer makes you very happy

Look at high goals during negotiations and look at bottom lines after the end

Create value by introducing new issues

Achieve the best of Parato

Create value through contingency agreements

Strategy 1: Clarify your multiple points of interest

Strategy 2: Establish a scoring system

Strategy 3: Calculate the bottom line value of the combination topic

Strategy 4: Clarify the other party’s multiple points of interest

Strategy 1: Negotiate multiple issues at the same time

Strategy 2: Give a combination proposal

Strategy 3: Use various differences to create value

Post-Agreement Agreement

Principle 1: Don’t just ask what it is, but also why

Principle 2: Try to reconcile the interests and don’t get entangled in demands

Principle 3: Seek common ground while reserving differences

Principle 4: Treat requirements as opportunities

Principle 5: Don’t simply treat any problem as “the other party’s problem”

Principle 6: Don't let negotiations end with your proposal being rejected

Principle 7: "Selling" and "negotiation" are different

Strategy 1: Build trust and share information

Strategy 2: Don't forget to ask questions, especially if you're surprised or have doubts

Strategy 3: Provide some information about yourself

Strategy 4: Negotiate multiple issues at the same time

Strategy 5: Give multiple proposals at the same time

Four cognitive biases

Motives are incompatible

Self-centered

Overconfidence, irrational optimism and superior illusion

Self-interest attribution

Regret and disgust

Strategy 1: System 2 Thinking

Strategy 2: Analogous thinking (consciously compare the similarities and differences of various situations)

Strategy 3: "Outsider" Perspective

Strategy 1: Consider the possible consequences of the other party’s mistakes in your strategy

Strategy 2: Help the other party reduce errors

Strategy 3: Calibrate the information provided by the other party

Strategy 4: Use contingency protocols to resolve conflicts caused by bias

Strategy 1: Emphasize the losses the other party may suffer rather than the potential benefits

Strategy 2: Subdividing the other party’s profits and integrating the other party’s losses

Strategy 3: "Slam the Door" Method

Strategy 4: "Pressing the Threshold" method

Strategy 5: Utilize the power of rationalization

Strategy 6: Use the power of recognition

Strategy 7: Make symbolic one-sided concessions

Strategy 8: Use the right reference points to rationalize your proposals and requirements

Defense Strategy 1: System Preparation

Defense Strategy 2: Establish a scoring system

Defense Strategy 3: Clearly distinguish information from "false"

Defense Strategy 4: Use other methods to express the other party’s proposals

Defense Strategy 5: Set a "Devil Spokesperson"

Defensive Strategy 6: Avoid negotiating under time pressure as much as possible

Going into irrational investment escalation

1. Imagine how you feel if your offer is accepted immediately

2. Find objective and expert advice

3. Bid under certain conditions

Defensive Strategy 1: Showing a well-prepared look

Defense Strategy 2: Show your ability to obtain information to the other party

Defense Strategy 3: Indirectly ask questions without threats

Defense Strategy 4: Don't Lie

Lie detecting strategy 1: Diversification of information collection

Lie detection strategy 2: Set up a set

Lie Detection Strategy 3: Multi-party Verification Method

Lie Testing Strategy 4: Pay attention to those responses that “didn’t answer your question”

Lie Testing Strategy 5: Betting Contrary Agreement

Stay calm first

Question 1: Is the other party really lying?

Question 2: Should we continue or leave

Question 3: Should we warn or confront

Strategy 1: Add reputation and relationships when calculating costs

Strategy 2: Be prepared to answer difficult questions

Strategy 3: Don’t negotiate or answer questions under high pressure

Strategy 4: Some questions should be rejected

Strategy 5: Proactively ask for answers to another question

Strategy 6: Improve the status quo

Strategy 7: Eliminate the bondage that tempts you to lie

It means that an individual or group only exhibits moral behavior in a specific situation, but may not follow the same moral code in other situations

Interests determine positions, standpoints determine opinions

Find an outsider who has no interest

Cross-validation

I am biased against xx, but I don't think so

Negotiators create value by seizing value from groups that are not on the negotiating table

Method: Pay attention not only to what you do, but also to what others do

Strategy 1: Don't expose you're at a disadvantage

Strategy 2: Use the other party’s weaknesses to overcome your own weaknesses

Strategy 3: Identify and capitalize on your unique value contribution

Strategy 4: If your disadvantages are very obvious, consider giving up your remaining power altogether

Strategy 5: Develop strategies based on your overall negotiation portfolio

Strategy 1: Align with other disadvantaged parties to enhance your strength

Strategy 2: Take advantage of your biggest weakness – they may also want you to survive

Strategy 3: Understand and then attack the other party's source of power

Error 1: They are not irrational, but they do not understand the situation

Error 2: They are not irrational, but have potential limitations

Error 3: They are not irrational, but have potential points of interest

What should I do if the other party is really irrational

Trust has multiple dimensions

Strategy 1: Understand why the other party is angry

Strategy 2: Let the other party speak out their anger

Strategy 3: Be careful to avoid emotional problems

Strategy 4: Help the other party focus on their deep interests

Strategy 1: Ignore Threats

Strategy 2: Eliminate threats that the other party may want to give in advance

Strategy 3: If you think the other party’s threat does not exist, tell the other party clearly

First, let's talk

Second, change the signal

Third, don't talk about it

Don't just focus on price