If you often negotiate, you have favorite techniques and manipulations that help you cope in many situations at the negotiating table. These techniques are used unconsciously, rather intuitively. You learn to deftly use successful combinations and, over time, you get the feeling that you are good at negotiating techniques. You believe in this feeling until you enter into really difficult business negotiations, where the cost of error is high, there may not be a second chance, and the meeting with you is led by a truly experienced and technical negotiator. Obviously, knowledge of several techniques will clearly not be enough; a systematic approach is required here for the effective preparation and conduct of complex negotiations.
Like many negotiators, for a long time I used my own set of techniques, which usually made it possible to achieve more or less favorable agreements. The price of the issues discussed grew and at a certain moment an understanding came that I no longer had the opportunity to negotiate, the result of which would be more or less profitable. None, more or less, if each concession is worth the least, my monthly income. For several years I have been testing possible models for managing the negotiation process, allowing you to step by step to a profitable agreement and not to miss important details. As a result of a lot of trial and error, as well as successes, which were often perceived as more mistakes, a model appeared for preparing and managing the negotiation process, which consists of six stages.
In my opinion, the identification of six main stages in the negotiation process made it possible to solve key problems. The model is not overloaded with details or oversimplified, the main blocks are logical and easy to remember. The model allows you to technically conduct negotiations at any level, both in everyday life and in business, upon reaching an agreement for large sums.
Six stages of negotiations
In order not to overload the post with material, each stage of the negotiations is placed in a separate article, which you can open by clicking on the link (the title of each stage of the negotiations).
1)
Always start with preparation, do the homework that is 90% successful, and largely determines how successful the negotiation will be. Of course, preparation takes quite a lot of time, which negotiators do not always have, and in this case there is a temptation not to prepare for negotiations, but to improvise, relying on your negotiating skills. I want to warn you. Maybe you are "lucky" and there will be an opponent at the negotiating table who will give up all possible concessions as soon as you make "Crunch". But the opposite situation can also be when your opponent turns out to be a seasoned and well-trained negotiator. In this case, most likely, you will leave these negotiations with no result or with a result far from what would have been possible if you had prepared for the negotiations.
2)
Do not seek to immediately put forward an offer and start bargaining! Begin negotiations skillfully. Before starting to discuss the agreement, it is very useful to establish contact with the opponent, tune in with him on the same wavelength. Then determine the coordinate system vis-a-vis, its standards. Compare its standards with your own and agree on what standards will be used in negotiations (for example, the fulfillment of the letter of the contract or a gentlemen's agreement). Then, slowly, move on to questions aimed at clarifying the true interests of the other side. Use questions prepared in advance. And finally, having a better understanding of your opponent's interests, define and agree on the topics that you will discuss at the meeting.
3)
In my opinion, at this stage lies the whole essence of negotiations, as a means of resolving differences. The parties exchange proposals and determine under what conditions the disagreements have arisen. If you have the same positions on the terms of the conditions, you have no disagreements and there is no need to enter into bargaining. Just record these terms as agreed upon. Next, collect the disagreements on the rest of the conditions and proceed to bargaining. It is not difficult, but very important. Do not succumb to the intentions of your opponent to voice not the entire proposal, but only one condition, after the discussion of which the next condition will be announced, and so on. Insist that the opponent voiced the whole proposal, otherwise you risk weakening your own positions.
4)
In many ways, this is the main part of the negotiation that directly affects which agreement you negotiate. At this stage of negotiations, disagreements are resolved through the exchange of concessions, information, signals and, of course, emotions. The main secret of effective bargaining is the exchange of things that have different prices and values for the parties. For example, the value for a traveler in the desert of a flask with water and information in which direction to go will be much higher than in an ordinary situation, therefore he will be ready to pay a much higher price.
5)
You have bargained and identified with your opponent the possibilities for concluding an agreement that, in principle, suit you. You are close to the end of the negotiations, you just need to say yes and the deal will be closed. At such a moment, many have a feeling of satisfaction and want to quickly hit their hands. But you shouldn't rush here. At this stage, it is important to reflect and ask yourself how beneficial this agreement is and what opportunities you have to make it better. This simple move saved me many times from making an unprofitable decision under the influence of emotion.
6)
The final stage of negotiations. It may seem to you that all the issues have been resolved, you and your opponent perfectly understood each other and agreed on everything. However, if we shake hands and disperse, the very next day, when the implementation of the agreement begins, there may be differences in views on the agreements received. It is important to remember, no matter how effectively the negotiations are conducted, just one mistake can negate all your efforts. And this blunder is the absence of fixed agreements! Your task at this stage is, without leaving the negotiating table, to technically record the results of the meeting and eliminate possible ambiguities.
Negotiations are one of the most common and at the same time difficult forms of business communication. Often, however, it seems that negotiation is actually a face-to-face discussion of issues. This approach, as practice shows, is unproductive, since it does not take into account two other stages of the negotiation process, namely: preparation and implementation of agreements.
The general scheme of the negotiation process is shown in the following figure.
Let us consider sequentially all the stages of the negotiation process and the characteristics of each of them.
1. When preparing for negotiations, determine:
1.1. Composition of the delegation and its leader.
Attention:
A typical mistake for Russian negotiators is the too large number of delegations;
Remember that the delegation must work as a team.
1.2. Establish a working relationship with the prospective partner: express all interest in participating in the negotiations, request (if necessary) additional information (eg technical documentation).
1.3. Agree with your partner the organizational aspects of the upcoming negotiations:
The level of negotiation (who is the head of the delegation: the head of the enterprise, his deputy, etc.?);
Place of negotiations;
The quantitative composition of the delegation (how many people will take part in the negotiations?).
1.4. Give your suggestions for the agenda (what issues and in what sequence you intend to discuss).
2. Maintaining.
2.1. Seating:
The head of the delegation sits in the center, opposite him is the head of the partner delegation;
To the right of the chapter is the second person in the delegation, to the left is the translator.
2.2. Requirements for the nature of the conversation:
Calm tone, even if the partner is irritated or aggressive, you must carefully listen to the interlocutor to the end, without interrupting;
Tea, coffee is served 5–7 minutes after the start;
After an hour of conversation, tea, coffee is offered again;
At the end of the negotiations (signing of a protocol of intent, contract, agreement), a protocol event is arranged (for example, a reception).
2.3. Negotiation stages:
The first stage is to clarify the interests, positions, goals, etc. of the negotiators. (Attention: no matter how well the preparation is, there are always a number of unclear points).
The second stage is a discussion of positions; the main thing at this stage is the argumentation of the proposed solutions.
The third stage is the coordination of positions. It is advisable to first agree on the general outline of the agreement (to work out a general formula), then discuss the details. This tactic saves time. However, before you can follow it, you must obtain the consent of your partner. At the final stage, the parties start editing the text.
In negotiations with a stronger partner (a partner who objectively has a stronger position), the following are possible:
· Appeal to the continuation of relations with this partner in the future (the presence of long-term agreements), which means that the partner is interested in the agreement;
· Linking various proposals into a package (being weak on one issue, a negotiator may turn out to be stronger on another. Linking these issues in negotiations allows you to "balance" the strength of the parties);
· Appeal to the reputation of a strong partner (an extremely tough position of a strong partner can damage his reputation).
3. Analysis of negotiations after their completion:
· What, what actions contributed to the success (failure) of the negotiations;
What difficulties arose, how these difficulties were overcome;
Negotiations as a method of resolving conflicts are a set of tactical techniques aimed at finding mutually acceptable solutions for the conflicting parties.
In order for negotiations to become possible, certain conditions must be met:
· The existence of interdependence of the parties to the conflict;
· The absence of a significant difference in the capabilities (strength) of the subjects of the conflict;
· Correspondence of the stage of development of the conflict to the possibilities of negotiations;
· Participation in negotiations of the parties who can really make decisions in the current situation.
Each conflict goes through several stages in its development.
Stages of conflict development Opportunities for negotiations
tension
disagreement with negotiations is too early, not all components of the conflict have been determined
rivalry, hostility negotiation is rational
aggressiveness in third party negotiations
violence military action negotiations are impossible, retaliatory aggressive actions are advisable
It is believed that it is advisable to negotiate only with those forces that have power in the current situation and can influence the outcome of the event. Correctly organized negotiations pass sequentially through several stages: · preparation for the start of negotiations (before the opening of negotiations);
· Preliminary selection of a position (initial statements of participants about their position in these negotiations);
· Search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents);
· Completion (way out of the crisis or negotiation deadlock).
Preparation for the start of negotiations (the first stage) Before starting any negotiations, it is extremely important to prepare well for them: to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, find out who will negotiate and the interests of which group they represent ...
In addition to collecting information, at this stage it is necessary to clearly formulate your goal of participating in the negotiations. In this regard, the following questions should be answered:
· What is the main purpose of the negotiations? · What alternatives are available? In reality, negotiations are conducted to achieve the results that would be most desirable and acceptable;
· If an agreement is not reached, how will this affect the interests of both parties?
· What is the interdependence of opponents and how is it expressed externally?
Also, procedural issues are being worked out: where is the best negotiation? what kind of atmosphere is expected in the negotiations? is a good relationship with an opponent important in the future?
Experienced negotiators believe that this stage, if properly organized, 50% depends on the success of all further activities.
Statement of Objectives Possible Outcomes
reflect as much as possible our
interests the most desirable results for us
take into account our interests acceptable results
practically do not take into account our interests unacceptable results
infringe on our interests completely unacceptable
Second stage negotiations - initial selection of a position
(official statements of the negotiators). This stage allows you to realize two goals of the participants in the negotiation process: to show opponents that you know their interests and you take them into account; identify a field of maneuver and try to leave as much room for yourself as possible.
Usually, negotiations begin with a statement by both parties of their desires and interests. With the help of facts and principled reasoning (for example, “company objectives”, “common interest”), the parties try to strengthen their positions.
If negotiations are taking place with the participation of a mediator (leader, negotiator), then he must give each side the opportunity to speak out and do everything in his power so that opponents do not interrupt each other.
In addition, the moderator determines the factors of deterrence of the parties and controls them: the allowable time for the issues discussed, the consequences of the inability to come to a compromise. Offers ways of making decisions: simple majority, consensus. Defines procedural issues.
Third stage negotiation consists in finding a mutually acceptable solution, psychological struggle.
At this stage, the parties determine the capabilities of each other, how realistic the requirements of each of the parties are and how their implementation may affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all kinds of alternatives. Here, various manipulations and psychological pressure on the leader are possible, to seize initiatives in all possible ways. The goal of each of the participants is to achieve balance or a little dominance.
The task of the mediator at this stage is to see and put into action possible combinations of interests of the participants, to facilitate the introduction of a large number of solutions, to direct the negotiations towards the search for specific proposals. In the event that negotiations begin to take on a sharp character that offends one of the parties, the moderator must find a way out of this situation.
Fourth stage- completion of negotiations or breaking the deadlock.
By this stage, there are already a significant number of different options and proposals, but agreement on them has not yet been reached. Time starts to run out, tension increases, some kind of decision is required. A few recent concessions from both sides could save the day. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which ones negate all previous work.
The presiding officer, using the power given to him, regulates recent disagreements and leads the parties to a compromise.
Communicative behavior in the organization
Forms of business communication
CONDUCTING A BUSINESS CONVERSATION
A business conversation is an oral contact between people connected by a business relationship. In a modern, narrower interpretation, a business conversation is understood as verbal communication between interlocutors who have the necessary authority from their organizations and firms to establish business relationships, resolve business problems or develop a constructive approach to their solution.
The real significance of this kind of business communication in our society is beginning to be fully realized only now, in connection with the transition of the domestic economy to market relations. Every year more and more enterprising and capable business people appear in the country. At the same time, they clearly lack entrepreneurial experience and, above all, the ability to conduct a successful business conversation, which significantly reduces their business activity. Therefore, it makes sense to consider a business conversation in more detail in order to outline ways to conduct it more efficiently.
Business conversations have many of the virtues that meetings, the exchange of written information, and telephone conversations lack. First, they are carried out in close contact, allowing you to focus on one interlocutor or a very limited group of people. Secondly, they involve direct communication. Thirdly, they create conditions for the establishment of personal relationships, which can later become the basis of informal contacts, that is, they allow the interlocutors to get to know each other better, which facilitates their communication in the future.
A business conversation is the most favorable and often the only way to convince the interlocutor of the validity of your position, so that he agrees with it and supports it. Thus, one of the main tasks of the conversation is to convince the interlocutor to accept a specific proposal.
Business conversation serves a number of very important functions. These include:
1) mutual communication of employees from the same business environment;
2) joint search, promotion and operational development of working ideas and plans;
3) control and coordination of already started business events;
4) maintaining business contacts;
5) stimulation of business activity.
But it is not only the purely pragmatic effect of a business conversation that is important. During the conversation, you can get operational business information. It contributes to the expansion of intellectual capabilities and activation of the collective mind of its participants when making important management decisions.
The main stages of a business conversation are: preparatory measures, the beginning of the conversation, informing those present, arguing for the proposed provisions and ending the conversation.
Business meeting
Negotiations can be defined by type, participants, topic, purpose, conditions. Usually, commercial negotiations are conducted by heads of enterprises, firms and officials of the state administration. An indispensable condition for conducting negotiations of this type is equal legal rights of representatives of different organizations, and the main of them is the right to make decisions. This right can be delegated to managers acting as a leader. Commercial negotiations resolve the issues of establishing legal relations and coordinating established ones. The result of successful negotiations is the signing of a contract by the parties or the elimination of a conflict situation, the settlement of controversial issues. As a rule, one representative of each of the parties takes part in such negotiations.
Negotiations dedicated to resolving organizational issues, issues of reorganization and restructuring of enterprises (their merger, spin-off of subsidiaries, participation in modern financial transactions, etc.) represent a different type of negotiations. In such negotiations, two or more parties participate, whose representatives may have several representatives in the negotiation groups. The question of the quantitative and qualitative composition of the teams is decided in each case separately. An increase in the number of partners, of course, complicates and dynamizes the course of negotiations, and this, in turn, increases the requirements for the qualifications of the participants in the conversation, both in the event that each of them individually defends the interests of his company, and in the case when the team is working. The results of such negotiations are the signing of an agreement on the entry into or exit from the enterprise of any division (enterprise), an agreement on the merger of capitals into a single authorized capital, a decision to conduct joint financial transactions.
Along with the objective conditions, determined by the market situation, the price policy of the state, tax policy, investment policy, etc., subjective conditions are of great importance. Subjective conditions are formed by the personal characteristics of the negotiators. The ability to negotiate is determined by the following qualities of leaders:
1) competence in the field of the discussed problems;
2) the ability to soberly assess the situation;
3) psychological competence;
4) the ability to generate new ideas, methods for solving problems;
5) linguistic competence (literacy, the ability to use language means in accordance with the goals and environment of communication).
So, the speech genre of negotiations is determined by their type, number of participants, topic, purpose, as well as objective and subjective conditions of communication. Moreover, the subjective, human factor plays far from the last role in a successful negotiation process.
Stages of the negotiation process
The first stage, the stage of preparation, largely determines the success of the negotiations, their effectiveness. A thorough study of the problem brought up for discussion presupposes the preparedness of the participants in the dialogue in related fields. For example, negotiations on the distribution of construction contracts assume that the participants must understand the issues of geodesy, soil science, along with special knowledge of building materials, civil engineering works, the cost of contracts for one or another type of work.
The first stage includes an analysis of a specific situation, characteristics of partners with whom negotiations are to be conducted. Using the letter designations of the laws of speech behavior of modern rhetoric, we can say that this stage implements the laws of K + A. In this phase of negotiations, speech actions appear in the form of notes, abstracts, expert opinions, reference tables, graphs, etc. All of the above preparatory materials determine both the tactical system of arguments and the strategic correlation of positions during the conversation.
Negotiation scheme
1) Welcome and introduction to the topic;
2) a description of the problem and a proposal for the course of negotiations;
3) a statement of positions;
4) exchange of views;
5) solving the problem;
6) completion.
The stage of deployment of negotiations from the point of view of its linguistic design is primarily characterized by the sequence of performance of communicative roles. Mutual exchange of views often transforms from a dialogue into a kind of alternation of monologues (especially points 2 and 3) and requires the participants to create monologues, albeit small in volume, of speeches. Speech in this case also combines the properties of preparedness and spontaneity. As you move from one negotiation point to another, the balance of preparedness and spontaneity can change. So, for example, points 1, 2 and 3 suggest a thorough study of questions and the presence of homework. At the same time, it is possible to formulate proposals and positions on specific issues in writing.
Negotiation strategies are aimed at achieving a goal that is recognized by the negotiating parties as the main one.
A strategy of mutual concessions and reasonable compromisesused by to resolve conflict issues. At the same time, each of the parties sees, and most importantly, realizes the strong and weak positions of their own and their negotiating partners.
This strategy is most successfully implemented in the form of a joint analysis of the situation:
- Let's look at this problem from a different angle ...
- Let's analyze the schedule and report on the work performed ...
- Our positions do not coincide in many respects, however ...
The strategy of convergence of positions on the basis of uniting interests used both when concluding a deal and when discussing its progress. At the same time, it is important to accurately define interests, separating them from positions. The position is most often specific and clear: the interests behind it can be poorly expressed, subtle, and possibly inconsistent. However, a successful strategy is always an orientation toward a convergence of positions or a change in positions on the basis of a pooling of interests.
It is beneficial to negotiate from the standpoint of defending one's interests even when the other side stubbornly stands on its own.
The strategy of "hard pressing", which assumes a focus on winning at any cost, and the strategy of protracted negotiations and unfair games, when each side tries to gain time, find the most vulnerable spot and does not lose hope for the mistake of its partner, are undesirable. Such strategies, as a rule, lead to a dead end or give an advantage to only one of the parties. While the optimal task of any negotiation process is to satisfy the requests of both parties.
At the end of the negotiations, the parties usually summarize the progress of the discussion of the problem. At this stage of negotiations, the technique is usually used summaries. Summarizing, those. a brief summary of the essence of what was said and a brief conclusion, the final result of the speech, is very important for the negotiators, it is an indispensable element of a successful speech strategy:
- Our positions on the issue under discussion, as I understand it, diverge quite significantly, so we agree to conduct a qualified expert examination of the object. Having in hand the conclusion of the commission or the act of examination, it will be possible to continue the conversation.
A resume involves listing the subjects, topics, questions, ideas that were discussed (The meeting was about ...). In negotiations, summarization, as it were, continues to paraphrase and harmoniously combines with it:
- As I understand it, your main ideas are ...
- If you summarize what you said, then you can ...
The summary position reinforces communicative leadership in business dialogue. Usually, the summarizing person makes his proposals in the course of further interaction on the problem under discussion:
The resulting stage negotiations are formalized in the genres of written speech. In accordance with the agreements, it can be presented in two types of documents:
a) agreements containing a program for the development of cooperative ties;
b) protocols.
These documents are signed by the leaders of each of the parties and have the status of legal sources. Most often, the result of successful commercial negotiations is a document that formalizes the transaction from a legal point of view - a contract, an agreement.
Similar information.
Structurally, the process of organizing and conducting business negotiations is similar to a business conversation. And everything that was said in the previous section applies to business negotiations. But there are also some differences.
1. Formulation of the purpose of the negotiations. At this stage, you need to specifically determine what you want to achieve from the upcoming meeting, and clearly formulate this goal for yourself. For a clearer specification and clarity, it is advisable to state the purpose of the negotiations in writing. However, in the process of negotiations, one should not unambiguously and rigidly adhere to the set goal, let the situation develop naturally, and perhaps it will take an unexpected and more beneficial direction for you.
Negotiations as one of the types of creating and maintaining a dialogue with business partners can be carried out with the aim of:
- 1) establishing business relationships;
- 2) clarification of the positions of the parties on one or several issues;
- 3) exchange of information;
- 4) settlement of relations;
- 5) deepening mutual understanding;
- 6) reaching new agreements;
- 7) signing agreements.
- 2. Preparation for negotiations consists of three sub-stages.
L. Solution of organizational issues. Of the organizational issues in this context, it should be noted the choice of the venue for the negotiations. The greatest advantage for you has a meeting on "your own territory" or, in extreme cases, on "neutral". Of course, agreeing on a place for the upcoming meeting can already be seen as independent negotiations and act in accordance with the strategy outlined here.
B. The collection and processing of information about the partner is aimed at identifying points of agreement and contradiction, as well as identifying the strengths and weaknesses of the partner to be able to control the situation. If possible, determine your partner's opinion on the following issues: politics, religion, hobbies (hobbies), basic life principles, family relationships, etc. If in any of the areas absolutely opposite views come to light, try to temporarily penetrate and agree with these ideas and at least achieve your neutral attitude to these issues. Find out about his reputation in the community concerned with your question and draw conclusions about what to expect from a partner. Of the internal psychological characteristics, it can be useful to identify the system of his perception: visual, auditory, kinesthetic. The strongest and weakest channels of perception.
B. Psychological modeling of negotiations. Having clarified from the previous paragraph with whom the meeting is to be, you can simulate various options for the development of events. Psychological modeling can be done using one of two options.
1. Expanded version.
To determine the degree of readiness for negotiations, it is recommended to answer the following questions:
- How (in content and form) will they differ from the previous negotiations with this partner?
- Will all your questions be answered? (Which of the questions will be the most difficult for partners?)
- What questions can they ask you?
- What information will your partners ask for them?
- Do they have a person of yours through whom they could provide feedback?
- What is your image in the eyes of partners?
- Which of the participants in these negotiations is "stronger"?
- What is the best way to prepare the meeting room and accommodate the participants?
- What will we have and what to do if negotiations do not take place?
- What is the best way to submit our proposal? (How to "link" it with the interests of partners?) What benefit do our proposals promise to the other contracting party?
- What is the best way to resist potential partner pressure?
- What alternatives should be found and proposed in order to have room for maneuver?
- What do you have in common with your partners? (On what objective grounds can an agreement be reached?)
- What are the best tactics to use in these negotiations?
In some situations (lack of time, lack of information, etc.), it is possible to recommend using the express option of preparing for negotiations.
2. Express option.
It consists of three main sections: preparation of proposals; analysis of the counterparty's position; analysis of the counterparty's personality.
Let's consider them in more detail.
- 1. Preparation of (your) proposals. To do this, you should prepare answers to the following questions:
- What outcome of the negotiations do we want?
- What will we get if the negotiations are successful?
- What do we lose if we fail?
- What is the range of possible outcomes? (What can be the minimum result, i.e. the extreme point of retreat, and the maximum?)
- What facts and arguments can we use?
- 2. Preliminary analysis of the counterparty's positions. It includes the following questions:
- What are the partners' possible arguments (and your possible counter-arguments)?
- Do they have an alternative and how to show that an agreement with you is the best choice?
- What are the difficulties of the other side? (Can you help overcome these difficulties?)
- What positive do partners receive by accepting your proposals?
- What additional responsibilities will they have to take on if an agreement is reached? (What will have to be done to implement the agreement and how can we help them in this?)
- 3. Preliminary analysis of the counterparty's personality. Even if the negotiations are conducted by a group of people, there is always a person who makes the final decision and signs the agreement. So the analysis of his personality is never superfluous. Answer the questions:
- What are his credentials?
- What will be his suggestions? What does he like? (What is his hobby, what he prefers not to talk about?)
- What will he personally receive as a result of the agreement reached?
When preparing for difficult negotiations, the following questions need to be clarified:
- What is the ideal solution to the problem posed as a complex?
- What aspects of the ideal solution can be discarded?
- What should be seen as the optimal solution to the problem with a differential approach to the expected consequences, difficulties, hindrances?
- What arguments are needed in order to properly respond to the expected partner's assumption, due to the mismatch of interests and their unilateral implementation?
- What kind of extreme offers from a partner should definitely be rejected, and with what arguments?
So, careful preparation for the negotiations is absolutely essential. It, of course, does not guarantee success, but sometimes it gives some, and quite tangible, psychological advantage, using which you can direct negotiations.
3. Directly conducting negotiations.
Protocol aspects of negotiations.
- It is customary to agree on a meeting during negotiations no later than 2-3 days in advance.
- The issues to be discussed and the duration of the meeting should be clarified in advance.
- It is customary to strictly observe the start time of negotiations (in all Western countries, accuracy is considered a sign of good form).
- Being late for more than 15 minutes is considered rude impolite, so you need to find a way to warn about a possible delay.
- It is undesirable to come to the meeting earlier than the scheduled time, as this can put those who invited you to negotiations in an uncomfortable position.
- The organizing of business meetings is entirely undertaken by the initiating party.
- Business negotiations are held in a specially designated and adapted room. There should be no shortage of seats (chairs).
- If necessary, negotiations are serviced by a dedicated employee or invited specialists.
- It is advisable to put a card in front of each participant indicating the full name, the company that he represents.
- Participants' tables must have paper and writing materials.
- It is advisable to have soft drinks. Tea, coffee and biscuits will be a good rut.
- Negotiations can be carried out in the form of protocol events such as cocktail, buffet, dinner, as well as lunch, buffet, glass of champagne.
- 4. Analysis of the results of negotiations and implementation of the agreements reached. First of all, it is necessary to analyze the past negotiations, regardless of whether they were successful or not, and decide:
- how well the preparations for the negotiations were carried out;
- whether the planned negotiation program was followed;
- what was the nature of the relationship with opponents;
- what arguments were convincing to opponents, and which they rejected and why;
- whether it was necessary to make concessions and what will be their consequences;
- what difficulties arose in the negotiation process;
- what are the prospects for further relationships;
- what experience of negotiations can be used in the future;
- what are the main reasons for the achieved results.
- The choice of option depends, in addition to your desire, on factors such as time (is it enough for preparation), the importance of negotiations, the amount of information about your partner, etc.
