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Negotiation Strategies

Oreachagreement movingforclosure combiningstrategies

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Unformatted text preview: authority in an attempt to 2. 3. 4. 5. 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 BREAKING CONCESSIONS 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 CONCEDE FIRST 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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