WHAT IS AND IS NOT NEGOTIATING

Persuading has more to do with selling, and is usually prior to the negotiation process.

Persuasion is the art of convincing thanks to arguments.

Negotiating is not giving arguments, it is a matter of proposals, of alternatives, and ultimately of EXCHANGES. It comes when persuasion with arguments (or more or less legal techniques has failed).

Name and comment on the negotiation funnel: interests, proposals, principles.

The expert negotiator is not the one who argues the most, he is the one who best knows how to propose alternatives.

Beware of the ego (NEGOTIATE), the important thing is the result that is achieved, not satisfying our ego (reason vs. emotion fight). The ego is the main cause why negotiations break down.

Negotiating is not discussing a price, that is haggling.

Negotiating is exchanging. Talk about many alternatives and factors.

Negotiating is also not showing your vision or point of view without offering alternatives. You don't have to negotiate for that.

FACTORS TO ACHIEVE A SUCCESSFUL NEGOTIATION

Be able to modulate and adapt the tone of voice. Adapt your words and attitudes to the person in front of you. That will make the other feel comfortable because he will recognize himself. Be your mirror.
Use of appropriate body language.
Let him always speak first.
positive attitude (the smile has enormous power)
Calm, humble, close, human, credible attitude. In this way it is easier to generate empathy, and not scare. Everyone likes to make deals with people they like. The calm attitude serves to not show desperation, need and lack of emotional control.
Listen more than talk. That is why we have two ears and one mouth. It will serve to empathize more, and to know the point of view and the needs of the other person.
Know as much as possible about our interlocutor before and during the negotiation (name, tastes, background?). Information is power. Have more information about the other person, business, product, etc. it puts you at an advantage (asymmetric information). Investigate their website, their LinkedIn, put their name on google, ...
Don't assume anything, ask.
Physical appearance plays a role (projection bias: a person we like physically is attributed certain qualities that they may not have).
The context in which the negotiation takes place is of vital importance: negotiate in a neutral place, in a context that is as pleasant as possible. Although it seems strange to us, the environment that surrounds us exerts a great influence on human behavior. A deteriorated, chaotic and dirty environment causes people to behave less civically, and also inclines them to commit more vandalism and criminal actions. This effect the basis of the broken windows theory? studied by psychologist Philip Zimbardo.
Do not approach the negotiation without having generated a previous comfortable and trusting climate (priming).
Always start by emphasizing the points you agree on.
Super important to RECAP. To recapitulate implies two things that we are listening, understanding, and that we are weighing again the points on which we agree.
Knowing how to make pauses, allow to stop with the intrigue and generate hooks.
Do not negotiate proposals individually, make packages. Agree on the entire package so that the customer gets "everything" in an advantageous situation.
Special care in the emotions that happen to us and those that we can induce intentionally or unintentionally to the other party. Any decision-making process has a rational (conscious) part and an irrational part (which arises from our emotional subconscious). Avoid falling into the so-called "amygdala kidnappings", always reflect and take the time we need. Prefrontal cortex (rational part) vs Cerebral amygdala.
Silence is not bad in a negotiation (coexist with silence and active listening). Emotional control so as not to worry about filling in silences. Avoid unsolicited justifications and perhaps dwell on the same thing unnecessarily.

If your goal is the long term, you always have to think about relationships: WIN-WIN.

All parties cooperate to benefit. In other types of relationships you can transact once, but you lose recurrence and you can even generate RESENTMENTS. NASH EQUILIBRIUM is the point at which both are satisfied with the agreements reached.

"Don't criticize, don't condemn, don't complain", even in negotiations.

ESSENTIAL: do not show weakness by making concessions, even if you think that this will make you closer. This achieves the opposite effect: it shows weakness and/or urgency, the other party will not grow in the negotiation. Never give away, never grant, always trade. Example: with your young children when they ignore you.

After making an offer, keep quiet, do not offer unsolicited justifications.

Negotiate with alternative packages.

Skilled negotiators make small concessions. The inexperienced make big concessions and want to close the negotiation quickly.

Do not use the words no and yes outright. Using formulas such as: with the current conditions it is impossible for me to advance in the negotiations, what do you think if we try to...

In the last 20% of the time of the negotiations, 80% of the agreements are obtained (Pareto's law), so there is no need to be in a hurry to reach agreements. Don't be in a hurry to say yes, that's a big mistake, possibly the perception of BOTH is that they could have pushed a little harder in the negotiation.

The art of negotiating is study and practice, a lot of practice.

SOCIAL PSYCHOLOGY BIASES USED IN NEGOTIATION AND PERSUASION (can be used against you, or used in your favor)

Principle of consistency or support for the choice: the key is to get Yes from the other party, although these are very simple, if they have already said yes to something out of their own coherence and consistency with their previous decision, the chances of them continuing to say yes increase. The moment we make a choice?from a partner to a piece of clothing?we tend to view that choice in a more positive light, even if the choice has clear flaws. We tend to optimize its virtues and minimize its defects (cognitive dissonance).

LOW BALL TECHNIQUE: give very attractive information, but incomplete to get a yes (a commitment) and generate a vehement desire. This is achieved with an irresistible offer. After the agreement (usually verbal) and having fantasized about that agreement and the enormous benefits, the other part of the information that had not been previously communicated is communicated to him. Example: low cost trips with a lot of surprises in extra expenses: surcharge for changing seats, for changing the room with sea views, for having passed a little weight, for changing your wrongly written name, tourist tax (not included or commented ), etc.

FOOT IN THE DOOR TECHNIQUE: It consists of first making a request or test, normally free. It acts as an advance, or bait, to get a yes. Once that "yes" has been achieved, the real request comes easily. There is more probability of accepting a larger request if a smaller one has already been accepted (it can increase the probabilities x4 in studies)

Anchorage: in the case of a sale, it is the one who first gives a reference of price, value, pre-contract, alternatives, or whatever be. If they give you a reference first you have to try not to be influenced. It is better to be the first to set proposals to use the anchoring bias in your favor. Proposals have to be moderately high and conditioned.

Do not only make proposals on prices (that is haggling, not negotiating), but on the price, use several proposals, at least two or three, or a range of prices, and never disproportionate. Do not go first with the best possible offer because the other person will want to feel that they have won during the negotiation (transaction utility), you have to give a little margin.

Framing? Depends heavily on the negotiation of how we present the alternatives. It is not the same to present the information of "you save 10%" or "you unlock a superior product" than "you are going to spend 80".

Sunk cost: in the case of long negotiations, the parties are more likely to reach an agreement, even making larger concessions than initially calculated, to avoid wasting all the time spent during the negotiation in the trash. You can take advantage of it. Some use it in the final phases of the negotiation by getting up from the negotiating table to push through this sunk cost.

Primingpriming: a factor to be taken into account when it comes to achieving a good negotiation is the prior. If we have taken the interlocutor to lunch, he will leave with a better predisposition to evaluate the alternatives, or if we know that he is obtaining notable successes in the previous dates. Take advantage of any opportunity that allows you to win the game before it starts.

Authority: a negotiation carried out with a person with experience in negotiating, and especially who is perceived as having CREDIBILITY in the area dealt with, due to his own meritocracy of ideas, his alternatives are perceived as better.

Narrow vision: we have the natural cognitive tendency to reduce the possible set of options to two and usually opposing: yes or no, black or white, hot or cold. Take advantage of this bias in your favor during the negotiation process, and if you detect this problem and you are not interested, let him know that not everything is black or white. Always use the double alternative: whenever you offer an alternative, you can make two versions so that whichever you choose, you continue to win and the other party, having had the option to choose, can feel satisfied (transaction utility). THE FEELING OF FREEDOM IS CRUCIAL.

mirror effect: Mirrors are magical. Mirroring is the art of insinuating similarity which facilitates bonding. It can be used to make the other party empathize with us and want to bond with us. It can be achieved through language patterns, body language, vocabulary or tone of voice. It is generally an unconscious behavior, we rarely notice when it occurs, but it is a sign that people are establishing a relationship that can end up trusting. It is a phenomenon that follows a deep biological principle: We fear what we consider different and we are attracted by what is similar. It can be observed in numerous situations, such as the synchronized walking of a couple, some friends talking and moving their heads and crossing their legs at the same time. Although it is most often associated with various forms of non-verbal communication, especially body language, as negotiators the "mirror" should focus exclusively on the words, not even the tone, only the words. For the FBI, the mirror consists of repeating the last three words of what someone has just said. By doing so we trigger this mirror instinct in the other person who will immediately reflect on what has happened and start the process of connecting: "I have the service covered" - service covered?"

Psychologist Richard Wiseman conducted a study on the waiters participated to identify which was the most effective method to establish a connection: to use the mirror effect or positive reinforcement. The group of waiters who used the reinforcement complimented the diners using words and phrases such as: "very successful", " no problem" or "ok" in response to each request. The other group just repeated the customer requests. The results were surprising: the average tip received by those in the second group was 70% higher than that of those who used positive reinforcement.

The decalogue of the negotiation

1.- Prepare for the negotiation. Don't leave anything to chance

2.- Be clear about what you want, because you want it and what you can give in return

3.- Don't get carried away by emotions or get defensive. You have to be fair.

4.- Do not question, stay curious by asking open questions.

5.- Talk to the right person to achieve our goal. Find out what position or position you have in the company.

6.- Bringing too many people to a negotiation can hinder it.

7.- Do not accept the first offer, because it is surely not the best.

8.- You must have a plan B. In which the proposal is attractive to both you and the other party.

9.- Consider that they give you a no. And think of alternatives to change that answer

10.- Put in writing all the agreements reached.

5 Tricks to improve the trading environment

1.- The first 5 minutes of trading can determine the final result. Therefore, you have to prepare very well those first minutes.

2.- Start the negotiation with a high price that, although it finally goes down, is still satisfactory for you. Anchor effect

3.- Starting with your arguments first gives you a clear advantage by being able to set a starting price, in addition to showing that you are a confident person

4.- Drinking coffee during a negotiation can be very positive because it helps keep you alert and do not deviate from your goal.

5.- Convince the other person that time is running out, that if they don't decide, another person will accept it. the scarcity bias It greatly influences whether the other party to the negotiation accepts your proposal.

How to resolve a negotiation

1.- Accept concessions that require little on our part (financial, time or effort) but that have a lot of value for the other party.

2.- Let's evaluate what your interests and needs are. If we manage to meet the needs of the other party, they will be more willing to accept our proposal.

3.- Ask lots of questions. The more we know what the other party wants, the easier it will be to reach an agreement.

4.- The one who has more decision-making power does not win the negotiation, but the one who APPEARS to have more power.

5.- We must study the people with whom we are going to negotiate, to treat them as they want you to treat them. People are different, but PREDICTABLY different. So we can predict how they will react.

6.- Part of the negotiation is to make the other person feel that he has won (making him feel that he has won is helping him make you win). It can be for price, to obtain a scarce good or to obtain something of great value.

TRADING SECRETS

You must believe what you are talking about. If you don't believe in it, better withdraw.

How they see you they treat you, how you let yourself be treated they treat you. That is why the attitude we show is very important.

-THE CONFLICT

A good negotiator is able to see a good opportunity in a conflictive situation. Example: We want a salary increase and they want to improve productivity.

It is important to get used to seeing conflict as something normal and positive.

- CREATE AN EXCHANGE AREA

An important skill in negotiation is detecting your own and others' mistakes. This allows us to diagnose situations and take corrective measures before the result is adverse to us.

-SELF-ASSESS YOURSELF You

may have good negotiating skills, but it is essential to self-assess to know your strengths and weaknesses, so that you can improve or strengthen.

QUESTIONS WE CAN ASK OURSELVES

What do I hope to achieve from the negotiation? What does the other party hope to achieve?

Who are my interlocutors and who do they represent?

What is your trading style?

What can I give in and what can the other party give in?

PERFORM SPA-USA trouble

Let's imagine that we are entering an unfavorable dynamic or we need to get out of or ask for specific information about something. Requesting a pause can mark the good development of the negotiation. Do you mind if I discuss it with my boss and tell you something tomorrow?

ARIETE

If the other party is inflexible, we can pressure him with safe and proven arguments. For example: "We know that you fear the media. If this crisis reaches the press, the company's relations with the Administrations could be affected."

SELF-ESTEEM

Psychologists believe that self-esteem is related to the way one sees oneself, and that expectations have a lot to do with self-esteem. If a person has high expectations, their self-esteem tends to be high and if the expectations are low, self-esteem will be minimal. Something similar happens in negotiation. The higher the expectations, the more possibilities there are of reaching acceptable agreements.

We must distinguish between strategies and tactics. The strategy is the set of activities that aim to achieve the objectives and resolve the conflict. Tactics refer to the concrete means of achieving those goals.