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6. change the party’s position.
Ignore it and proceed as if concessions are possible.
Present cost saving or winwin measures that justfy a concession.
As a seller, offer less (such as fewer services), thereby effectively increasing the price.
As a buyer, demand more, thereby, in effect, reducing the price.
Terminate the negotiating session.
49 2. NO FURTHER CONCESSIONS
A NoFurtherConcessions Strategy is
possible when the other party can be forced to make the final concession, or when the
situation has changed. 50 NO FURTHER CONCESSIONS
The nofurtherconcessions strategy is implemented after some concessions have been made.
The countermeasures to this strategy are the same as those for its parent, the no
concessions strategy. 51 3. MAKING ONLY DEADLOCK
BREAKING CONCESSIONS A strategy of Making Only Deadlock Breaking Concessions is okay when the risk of no agreement is acceptable.
A deadlock is an impasse or standstill, a state of inaction resulting from the opposition of equally powerful uncompromising parties.
52 MAKING ONLY DEADLOCK
BREAKING CONCESSIONS The strategy of making a concession only to break deadlock is the next toughest strategy after the noconcession strategy.
This strategy generates an atmosphere of tension and difficulty. Because of this one should be very careful to use this strategy.
53 MAKING ONLY DEADLOCK
A making only deadlockbreaking concessions strategy is viable for aggressive, competitive and selfcentered goals.
A making only deadlockbreaking concessions strategy is inappropriate for cooperative and defensive goals. 54 • HIGH REALISTIC EXPECTATIONS WITH •
• SMALL SYSTEMATIC CONCESSIONS
PROBLEM SOLVING TÜRKAN COŞKUN
55 4. HIGH REALISTIC EXPECTATIONS WITH SMALL SYSTEMATIC CONCESSIONS (HRESSC) It is the strategy of combining high, realistic expectations with small, systematic concessions
It entails a planned approach both to the objectives of the negotiation and to the compromises that may be employed to reach those objectives
“Strategy which achieves the best results”
56 HRESSC (cont.)
It has three components:
The size of the concessions
The use of apparent concessions which actually involve no cost to the negotiator’s side
The advance planning of concessions
57 Small concessions depends on: the value of that which is being negotiated while the negotiation begins the value which is put during the negotiation
Small concessions after big concessions
Advance planning helps to maximize one’s results and minimize the pressure to merely respond to the other negotiator’s actions
58 5. CONCEDE FIRST
It is used to reduce tension, create an atmosphere conducive to reaching an agreement and allow one to demand a reciprocal concession
“We made an important concession at the outset of this meeting and you still have not given us anything significant in return”
Difficult and sometimes impossible to withdraw a concession 59 CONCEDE FIRST (CONT.)
It is suitable to apply this strategy when the position of negotiator is too weak
It can be used in rare circumstances when any real negotiation may lead the other...
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This document was uploaded on 09/26/2013.
- Fall '13