Negotiation tactics. Negotiation techniques

Negotiation tactics should provide the most favorable conditions for the development of an agreement and maximum reflection of its own interests in it:

Based on analysis business negotiations the following can be distinguished tactical lines:

a) the initial position is stated at the beginning of the negotiations, then, depending on their progress, changes are made to it;

b) the initial position is defended throughout the entire course of negotiations, and the readiness to compromise is manifested only at the “last hour”, i.e. at the final stage;

c) the initial position remains unchanged, and the success of negotiations is possible only if the remaining participants accept this position.

Each of these options has its pros and cons. The first two options are most often chosen, providing for the possibility of certain maneuvering and deviation from the initially stated position.

Negotiation tactics.

The use of the first group of techniques demonstrates the attitude towards the opponent as an opponent:

1) Excessive demands. Opponents begin negotiations by putting forward significantly exaggerated demands, which they do not expect to be met. Opponents then retreat to more realistic demands through a series of apparent concessions. However, at the same time they achieve real concessions from the opposite side. If the initial demand is excessively high, then it will most likely be regarded as unlawful and will not cause reciprocal concessions.

2) Placing false accents in one’s own position. The idea is to demonstrate extreme interest in resolving some minor issue, and then remove the requirements for this item. This kind of action looks like a concession, which causes a reciprocal concession from the opponent.

3) Waiting. Used to force the opponent to express his opinion first, and then, depending on the information received, formulate his own

point of view.

4) "Salami". Information is provided to the opponent in very small portions. This trick is used to obtain as much information as possible from the opponent or to delay negotiations.

5) "Stick" arguments are used in cases where one of the negotiators has difficulty with counterargumentation or wants to psychologically suppress the opponent. The essence of this technique is that, as an argument, they appeal to higher values ​​and interests, starting with statements like: “Do you understand what you are trying to do?!”

6) "Intentional deception." It is used either to achieve or to avoid any consequences and represents: distortion of information; message

knowingly false information; lack of authority to make decisions on certain issues; lack of intention to fulfill the terms of the agreement.

7) Putting forward increasing demands. If one of the negotiators agrees with the proposals being made, the other participant may resort to putting forward more and more new demands.

8) Making demands at the last minute. This technique is used at the end of negotiations, when all that remains is to conclude an agreement. In this situation, one of the participants puts forward new demands, hoping that his opponent will make concessions in order to maintain what has been achieved.

9) Double interpretation. When developing the final document, one of the parties “puts” into it wording with double meaning. Subsequently, such a trick allows you to interpret the agreement in your own interests.

10) Putting pressure on your opponent. It is used to obtain concessions from him and force him to agree to the proposed solution. This technique can be implemented by: indicating the possibility of terminating negotiations; show of force; presentation of an ultimatum; warning of consequences unpleasant for the opponent.

The second group of techniques is focused on a partnership approach:

1) Gradual increase in the complexity of the issues discussed. The discussion begins with those issues that cause the least disagreement, and then the negotiators move on to more complex issues. Using this technique allows you to avoid active opposition from the parties from the very beginning of negotiations and create a favorable atmosphere.

2) Dividing the problem into individual components. The problem identifies individual aspects on which mutual agreement is gradually being achieved.

3) Blanketing controversial issues. Used if difficulties arise in reaching agreement on the entire range of problems. Controversial issues are not considered, which allows partial agreements to be reached.

4) “One cuts, the other chooses.” The technique is based on the principle of fairness of division: one is given the right to divide (disputed property, powers, territory, functions, etc.), and the other is given the right to choose one of two parts. The meaning of this technique is as follows: the first, fearing to receive a smaller share, will strive to divide as accurately as possible.

5) Emphasizing commonality. The aspects that unite the opponents are indicated: 1) interest in a positive result of the negotiations; 2) interdependence of opponents; 3) the desire to avoid material and moral losses; 4) the presence of a long-term relationship between the parties.

It is possible to highlight third group of techniques, which are similar in their manifestation, but have different meanings depending on the strategy within which they are used:

1) Getting ahead of objections. This technique comes down to the fact that the negotiator who begins the discussion points out his weaknesses without waiting for his opponent to do so. The use of this technique within the framework of bargaining to a certain extent cuts the ground from under the opponent’s feet and makes it necessary to adjust the arguments “on the fly.” When striving to negotiate on the basis of mutual consideration of interests, this technique signals a desire to avoid acute confrontation and recognition of a certain legitimacy of the opponent’s claims.

2) Economy of Arguments lies in the fact that all available arguments are not expressed immediately, but gradually. If negotiators are guided by positional bargaining, then this technique allows them to “hold back” some of the arguments in order to use them in a difficult situation. When negotiating on the basis of mutual consideration

interests there is another version of this technique. Economy of arguments makes it easier to perceive information and avoids ignoring one or another argument.

opponent.

3) Return to the discussion. The technique boils down to the fact that issues that have already been discussed are put back on the agenda. In a bargaining situation, this technique is used to delay the negotiation process. Negotiators focusing on a partnership approach use this technique if for some of them the issue really remains unclear.

4) Bagging consists in the fact that several issues are linked and offered for consideration together (in the form of a package). The “package” within the framework of the bargaining includes both attractive and unacceptable offers for the opponent. This “package deal” is called a “load sale.” The party offering the “package” assumes that the opponent, who is interested in several proposals,

will accept the rest. Within the framework of negotiations based on mutual consideration of interests, this technique has a different meaning. Here the “package” is focused on linking interests with possible gains for all participants.

5) Block tactics used in multilateral negotiations and consists of coordinating one’s actions with other participants acting as a single bloc. If opponents are guided by a partnership approach, then this technique allows you to first find a solution for a group of participants and thereby facilitate the search for the final solution.

In positional bargaining, blocking tactics are used to combine efforts that block the realization of the interests of the opposite side.

6) “Withdrawal” (avoidance tactics) can be expressed in transferring the discussion to another topic or another issue, as well as in a request to postpone consideration of the problem. Within the framework of positional bargaining, it is used with the aim of: 1) not giving the opponent accurate information; 2) not to enter into a discussion if, for example, the position on this issue is poorly developed; 3) reject indirectly an undesirable offer; 4) delay negotiations. Negotiators based on mutual consideration of interests use “withdrawal” in cases where it is necessary to consider a proposal or agree on an issue with other persons.

The characteristics of tactical techniques used at various stages of negotiations allow us to draw attention to an important aspect that distinguishes some techniques from others. This criterion is the goal to achieve which one or another technique is used. And these goals are either the desire to facilitate the achievement of a mutually beneficial result, or the desire for a one-sided gain.

If opponents are focused on obtaining unilateral advantages, then their actions are often hidden. The methods that are used are called differently: unacceptable, speculative, impermissible. But the term “manipulative” most accurately reflects their essence.

Manipulation - this is a type of psychological influence aimed at hidden encouragement of another to perform certain actions. In order to neutralize manipulative influence, it is first of all necessary to know the techniques of such influence and their timely detection.

Concluding our discussion of negotiations, it should be noted that knowledge about negotiations alone is not a sufficient basis for success. No less important role plays a role in the formation and development of negotiation skills. And the ability to negotiate is acquired only by putting existing knowledge into practice.

Target: formation of ideas about negotiation tactics and negotiation tools.

Questions:

1. Negotiation tactics and techniques for managing the negotiation process

2. Negotiation tactics

3.Rules for achieving success using persuasion and negotiation techniques

4. Pressure tactics in business negotiations and rational defense techniques

1. Negotiation tactics and techniques for managing the negotiation process. A tactical technique in negotiations is a special ability to use one’s advantages to achieve the most favorable results for oneself. All tactics must work for your chosen negotiation strategy, correspond to the type and goals of the negotiations (their stages), as well as the specific negotiation situation.

The use of any tactical techniques in negotiations is impossible without effective (effective) communication skills. Negotiations are a special type of communication that requires mastery and practice in a number of communication technologies.

2. Tactical methods of negotiations. A tactical technique is a practical attempt by a negotiator to influence the other party in a certain way in order to change its way of thinking and behavior in the right direction and conclude a beneficial agreement that takes into account the interests of one or more parties.

Tactical techniques can be classified according to for various reasons:

· by type of negotiation concept – used within the framework of bargaining or partnership (principled) negotiations;

· by the moment of use – used at one or another stage of the negotiation process (clarification, discussion, agreement);

· by nature – aimed at constructive or destructive goals;

· mixed.

Centuries-old practice has developed a huge number of tactics used in negotiations.

Reception "Care" is used when issues that are undesirable for discussion are raised. It can be direct or indirect. For example, a request to postpone consideration of the problem, reschedule it for another time, or ignore it. This technique can play a positive role when, for example, you need to coordinate an issue with other organizations or carefully think through, weigh well the positive and negative points related to accepting a partner’s offer.

Other tactical techniques that are close in meaning to the “Escape” technique are “Waiting” and “Salami”. These techniques are used when they want to drag out negotiations in order to clarify the situation.

Technique "Waiting" associated with “pulling” from a partner the largest number information so that, after assessing all the conditions and available data, you can make your own decision.

Reception "Salami"- slow, gradual disclosure of one’s own position. The goal is to obtain the maximum possible information from the partner, to formulate a proposal in the most favorable form for oneself, even to the point of delaying negotiations if the problem is unable to be resolved.

Reception "Packaging" is that several questions are proposed for discussion. This solves two problems. In the first case, attractive and unattractive offers for the partner are included in one “package”. It is assumed that a partner interested in one or more offers will accept the rest. In another case, they achieve acceptance of the main proposals by making concessions on minor proposals.

Technique “Increasing the initial level” consists of including points in the issues under discussion that can then be painlessly removed, pretending that this is a concession, and demanding similar steps on the part of the partner. Moreover, these points must contain proposals that are obviously unacceptable to the partner.

Technique “Placement of false accents in one’s own position” consists of demonstrating to the partner extreme interest in resolving an issue that is actually of secondary importance. Sometimes this is done in order to remove this issue from the agenda in order to obtain the necessary decisions on another more important issue.

"Making Last Minute Demands" Technique is that at the end of the negotiations, when all that remains is to sign the agreement, one of the partners puts forward new demands. If the other party is very interested in the agreement, they will accept these demands.

When trying to change the course of negotiations in your favor, you should never resort to the trick that some negotiators sometimes allow themselves: they say that someone is offering them more favorable terms of the deal. In established business circles this is considered tactless.

Technique “Gradually increasing the complexity of the issues discussed”- suggests starting negotiations with the easiest issues, the solution of which will have a positive impact psychological impact and demonstrates the possibility of reaching agreements. D. Carnegie’s formula is appropriate here: “Make your partner say “yes” to you nine times, and then the 10th time he will no longer be able to say “no” to you.”

Technique “Direct position opening”- voluntary, full disclosure of one’s interests and needs and justification of the importance of satisfying them as a vital necessity.

Reception "Surprise" - accept an offer that, according to your partner’s calculations, you should not accept. The goal is to cause confusion and confusion, which means taking the initiative into your own hands.

It often happens that in the process of negotiations, a partner turns out to be a manipulator, that is, a person who tries to use the opponent, his personal characteristics and weaknesses to achieve his own selfish goals. To do this, he uses the following techniques:

"Dubious intentions"

"Unclear powers"

"Intentional deception"

"Intentionally choosing a bad place to negotiate"

Countering manipulative techniques is to promptly recognize the partner’s tactics, openly declare its presence in his behavior and question the legality and desirability of such tactics, i.e. discuss it openly.

3.Rules for achieving success using persuasion and negotiation techniques. Often, when you need to speak, for example, at a meeting or meeting, or conduct business negotiations, problems arise and they are related to oral speech.

The culture of oral speech, including conversations, speeches, negotiations, involves the conscious use of all linguistic means to achieve a goal in specific conditions. Mastering the art of oratory helps develop oral speech. Oratory is the ability to persuade with words. in any audience. Story oratory very ancient, but it reached the peaks of its development in a democratic society or in the struggle for democracy and freedom. For managers and entrepreneurs, of all types of oratory (political, diplomatic, judicial, academic, etc.), the most important is the youngest type - business, which arose in the 19th century.

Any speech is a process, the components of which are usually placed in the following sequence: content, purpose, audience (listeners), speech (means), situation. Indeed, most often, the main attention is paid to the content, while the most important element is the speaker himself. The greatest effect is achieved with a different prioritization: speaker (who is speaking), content (what is he talking about), audience (who is he talking to), purpose (why talk about this in this audience), situation (place, conditions, state of the audience, etc. .), speech (how to reveal the content to a given audience, taking into account the situation). It is believed that a good speaker can raise even a weak idea, and a weak one can destroy a great idea.

The purpose of the speech is always to form beliefs and attitudes based on the conscious perception of information. Belief is a complex process that connects a person’s worldview and actions. It is necessary that beliefs form the basis for future actions. And to achieve this, the conviction of the speaker himself is also necessary.

It is important to take into account everything: the content, intonation, manner of presentation, gestures, and facial expressions.

Persuasion is understood as primarily intellectual psychological impact, based on the transfer of logically structured information and the goal of its voluntary acceptance as an incentive for activity. In other words, with persuasion, not just acceptance of information is achieved, but internal agreement with it, and the final conclusion must be made by the person receiving the information independently.

The complexity and versatility of the process of persuasive influence involves influencing both the rational and emotional spheres of the individual. Those who are more easily persuaded are those who have a bright, vivid imagination, who are oriented toward others rather than themselves, and who have somewhat low self-esteem.

The effectiveness of persuasion increases with compliance following conditions:

· ability to establish contact and inspire trust;

· endurance, patience and tact;

· ability to prove, explain, refute;

· presenting new ideas so that they are associated with those already acquired;

· personal conviction, sincerity;

· identical understanding of the terms, concepts and expressions used by the parties;

· taking into account the individual characteristics of the person being persuaded and the “psyche” of the small group.

The process of persuasion itself includes three types of influences: information, explanation, evidence and refutation.

Informing is a story, i.e. a lively and imaginative presentation of information in order to convey the facts and conclusions necessary to motivate certain actions.

In explanation There are usually several typical types: instructive(conducted in clear, clear language, in short phrases) – the interlocutor must assimilate and remember the information being communicated; narrative– facts are presented in the form of a living story designed to lead to appropriate conclusions;

reasoning– the partner’s mental activity is activated by asking him a series of questions, followed by logical reasoning and leading him to the necessary conclusions;

problematic– questions are asked, but no answers are given. The partner himself comes to the answers, but the materials for clarification are presented to him in such a way as to lead to the conclusion necessary for the clarifier.

Proof in persuasion, they are built according to the logical laws of identity, contradiction, excluded third and sufficient grounds. The proof will be more effective the more thoroughly it is based on facts that are either correct in their essence or are perceived by the partner as correct. From a logical point of view refutation has the same nature as evidence. By proving one idea, you refute another. Psychologically, there is a certain difference. It is connected with the fact that in the process of refutation, certain views of the partner are criticized, with the destruction of old ones and the formation of new attitudes. Hence, in the process of refutation, it is necessary, along with logical techniques, to use psychological ones. Persuasion involves obligatory stimulation of the partner through verbal approval, support of his train of thoughts and actions.

4. Pressure tactics in business negotiations and rational defense techniques. In any negotiation there are realities that are difficult or even impossible to change, especially when it comes to negotiations with a stronger partner. You should try to achieve two goals:

1. protect yourself from accepting an agreement that you should have refused;

2. come to an agreement that takes into account as many of your individual interests as possible.

To achieve the first goal you should:

Firstly, refrain from making hasty decisions;

Secondly, protect yourself from accepting an unfavorable agreement by setting a limit - thinking in advance about the worst option that you can accept. When the limit is set, it is easier to resist the pressure of the other side and the temptation of the moment. However, setting a limit may not only protect against the adoption of an unreasonable agreement, but also simultaneously prevent the adoption of a reasonable agreement. The most effective way to avoid this is to search best alternative to the negotiated agreement (NAOS).

To produce (NAOS) it is necessary to correctly formulate what is in the best degree takes into account your interests.

The best way to achieve the second goal is to use your the best alternative to the negotiated agreement(NAOS). The better it is, the more opportunities there are to reach an agreement that takes your interests into account as much as possible. It is generally accepted that factors such as wealth, political connections, influential friends, and military power determine a strong negotiating position. In fact, the strong position of the parties in negotiations depends mainly on how attractive the option of failure of these negotiations is for each of them.

Creation of possible NAOS ( best alternative to the negotiated agreement) requires three clear steps:

1. consider a plan of action that can be taken if an agreement is not reached;

2. refine some of the promising ideas and develop their practical implementation;

3. choose the option that seems best.

Knowing what you will do if negotiations do not lead to an agreement gives additional confidence in the negotiation process. The stronger the desire to break off negotiations, the more forcefully the interests and foundations on which the agreement should be based are defended.

If both parties have favorable NAOS, the best outcome of the negotiations for both parties may be to not enter into an agreement. In this case, the decision will be made through friendly discussion, and not through loss of trust and respect.

To overcome your partner’s “no,” you first need to understand what is behind this answer. It must be remembered that there are many reasons for this behavior.

Psychological analysis The motives of a person saying “no” shows that irritation and hostility can be hidden behind attacks, fear and mistrust can be hidden behind a rigid position, and excessive conviction that one is right can be the reason for a complete refusal to listen to another person. If the partner imagines the world according to the principle “not you, so you”, he will consider any dirty tricks acceptable. A person can attack or stubbornly say “no” not out of extravagance - he simply does not know how to do otherwise. Often the reason for refusing a stated position is the fear of “losing face” or the fact that the other side proposed the idea, despite satisfying its own interests. There are situations when a person perceives negotiations as a game of winning or losing, then he will do his best to achieve victory and simply will not accept any reasonable arguments.

When faced with such behavior, the natural inclination is to strike back. However, it has long been proven that this will only provoke the opponent to further antics and attacks. In this case, your own reaction is very important.

Thus, in order to cooperate constructively, the following must be overcome: obstacles: own spontaneous reactions, negative emotions partner, partner’s negotiation skills, partner’s ideas about his own strength.

The most common are the following types of spontaneous reactions: fight back, give in, break off relationships. However, any spontaneous reaction leads to forgetting about one’s own interests. You need to collect your thoughts and look at the situation objectively, somewhat detached from your emotions.

To involve difficult person At least three main methods should be used to discuss the problem.

1. In spite of everything, negotiate on the merits - discuss the problem, consider interests, and perceive the position of the other side as one of the possible options for solving the problem. This method is very contagious - the other side, without noticing it, begins to do the same. In this case, the success of the negotiations is guaranteed.

2. Use a negotiation strategy - “negotiation jiu-jitsu.” The essence of this method is to step aside and turn the strength of your opponents to your advantage. Recommended:

Do not attack the position of your partners, but look beyond it.

Don't defend your ideas, but encourage criticism and advice.

Turn an attack on you into an attack on the problem.

Ask questions and pause.

Negotiation Jiu-Jitsu involves the use of two basic techniques. First appointment is to use questions that require an answer, rather than a statement that provokes resistance and provokes an attack. Second appointment– silence, pause.

3. Involve a third party if all attempts to engage the other party in principled negotiations have failed.

overcome partner's negative emotions means to restore it peace of mind, that is, disarm him - dispel his hostile feelings, force him to listen to your point of view and evoke a certain respect for himself.

If you want to change a person's attitude towards something, first of all you need to understand his attitude, and this involves active perception what the other side says. Listening to someone is perhaps the easiest of concessions. However, listening requires patience and self-discipline. The best results in negotiations are achieved by those who listen more than they talk.

Then paraphrase what your partner said, that is, briefly summarize his words in your own version. Paraphrasing– one of the most valuable tools in the negotiation arsenal.

Acknowledge your opponent's thesis after you have listened to it.

Don't ignore your opponent's emotions.

Agree with your opponent whenever possible, after you have listened to him and acknowledged his feelings.

Look for opportunities to say yes without making concessions. The key word in any agreement is “yes.” Say it as often as possible, while at the same time strive to hear as many “yes” in response as possible.

Communicate your views to your opponent. Do not use “but” as it expresses disagreement. Use “I statements”, the essence of which is to describe the impact of a particular problem on you.

The next obstacle is the situation when the partner insists on his position. The best way here is to ask the right questions.

Psychological warfare. This technique is aimed at making the other party feel uncomfortable and have a subconscious desire to end the negotiations as quickly as possible. How can partners achieve this?

1.Creating a stressful situation.

2. Personal attacks.

3.Threats. The most dishonest tactic in negotiations, since this is direct pressure. The alternative is a warning.

Positional pressure. This technique is designed to create a situation where only one side is forced to make significant concessions. Paths:

1. Refusal to negotiate.

Announce preconditions for negotiations.

Do not attack, but try to find out the interests that lie behind the reluctance to negotiate.

Offer several options for negotiating (with the participation of a third party, through correspondence, etc.).

Insist on the application of principles.

2. Extreme requirements.

Insist on the principled justification of your partners’ position until it seems unrealistic even to them.

3. Growing demands.

When you are convinced of this behavior by the other party, say so directly and take a break to consider whether it is worth continuing the negotiations and, if so, on what basis.

4. Demonstration of intransigence by one of the partners.

Contact your partner directly.

5.Calculated delay.

Discuss these tactics with your partners.

Think about a situation in which the other party's capabilities will diminish.

NAOS (best alternative to the negotiated agreement).

Sometimes, when it is already possible to begin to develop a final agreement, the partner suddenly begins to resist, which can manifest itself in various forms: lack of interest in your proposal, vague wording, delaying time, refusal of previous agreements, or simply a categorical “no”. In this case, it is necessary, no matter what, to make it easy for your partner to agree with you. Your task is to “throw a golden bridge” across the abyss, that is, your partner’s refusal of his position should be presented as movement forward to a better solution.

The basis of the negotiation process is the desire to “save face.” And this is not just a polite gesture at the end of negotiations to flatter the opponent’s pride. “Face” is much more than self-esteem. “Face” is a person’s concentrated self-esteem, his dignity, honor, desire to act in accordance with his principles and previous statements, and the desire to look decent in the eyes of others. Methods:

· show how circumstances have changed, that is, explain that initially the partner was right, but circumstances have changed;

During negotiations, a situation may arise when, despite all your efforts, your partner insists on his position. He is convinced that he has all the power to force you to agree to his terms, in other words, a forceful confrontation is being imposed on you.

Overcoming the paradox of power means making it easier for your opponent to agree, while making it harder to refuse.

Consider the use of force integral part substantive negotiations, and not a means to bring your partner to his knees. Force your opponent to sit down at the negotiating table and realistically assess the situation, seek mutual satisfaction of interests. If you are sure that your partner is wrong, show the error of his opinion.

Use force to train your opponent. Focus your partner's attention on the desire to avoid negative consequences if no agreement is reached. Ask questions that will force him to consider the consequences of breaking the agreement. The three most common questions to check taking into account objective reality:

1. What do you think will happen if we don’t agree?

2. What do you think I'm going to do?

3. What are you going to do?

Do not try to impose your conditions on him, but try to shape your opponent’s choice in such a way that he takes care of his and your interests. At the same time, try to make it easier for him to make a decision, that is, on the one hand, emphasize the cost of disrupting a possible agreement, and on the other, its benefits. Give him a choice: accept the consequences of a breakdown or negotiate an agreement. Your task is to escalate the choice situation until your opponent understands that The best way satisfaction of his interests - the adoption of a reasonable agreement.

Negotiation tactics

In studies devoted to the negotiation process, special attention is paid to influencing the opponent and the use of various types of techniques. Let us briefly describe the main tactical techniques used within the framework of a particular negotiation strategy.

Techniques used in positional trading.

• 1) Excessive demands. Opponents begin negotiations by putting forward significantly exaggerated demands, which they do not expect to be met. Opponents then retreat to more realistic demands through a series of apparent concessions. However, at the same time they achieve real concessions from the opposite side. If the initial demand is excessively high, then it will most likely be regarded as unlawful and will not cause reciprocal concessions.
• 2) Placing false accents in one’s own position. The idea is to demonstrate extreme interest in resolving some minor issue, and then remove the requirements for this item. This kind of action looks like a concession, which causes a reciprocal concession from the opponent.
• 3) Waiting. It is used to force the opponent to express his opinion first, and then, depending on the information received, formulate his own point of view.
• 4) "Salami". Information is provided to the opponent in very small portions. This trick is used to obtain as much information as possible from the opponent or to delay negotiations.
• 5) "Stick" arguments are used in cases where one of the negotiators has difficulty with counter-argumentation or wants to psychologically suppress the opponent. The essence of this technique is that, as an argument, they appeal to higher values ​​and interests, starting with statements like: “Do you understand what you are trying to do?!”
• 6) "Intentional deception." Used either to achieve or to avoid any consequences and represents:
  • * distortion of information;
  • * communication of knowingly false information;
  • * lack of authority to make decisions on certain issues;
  • * lack of intention to fulfill the terms of the agreement.
• 7) Putting forward increasing demands. If one of the negotiators agrees with the proposals being made, the other participant may resort to putting forward more and more new demands.
• 8) Making demands at the last minute. This technique is used at the end of negotiations, when all that remains is to conclude an agreement. In this situation, one of the participants puts forward new demands, hoping that his opponent will make concessions in order to maintain what has been achieved.
• 9) Double interpretation. When developing the final document, one of the parties “puts” into it wording with double meaning. Subsequently, such a trick allows you to interpret the agreement in your own interests.
• 10) Putting pressure on your opponent. It is used to obtain concessions from him and force him to agree to the proposed solution. This technique can be implemented:
  • * indication of the possibility of termination of negotiations;
  • * demonstration of strength;
  • * presentation of an ultimatum;
  • * warning about consequences unpleasant for the opponent.

Ministry of Education and Science of Ukraine Institute of Eastern and African Countries “International Slavic University. Kharkiv "

Essay

in the discipline: “Conflictology”

on the topic: “Issues of negotiation tactics”

Performed:

Student of group 51

Sivach Ekaterina

Checked:

teacher

Departments of G and PD

Paramonova L. A.

Simferopol, 2010

1. Introduction………………………………………………………………………………......3

2. Chapter 1. Preparation for negotiations……………………………………………………………………........4

3. Chapter 2. Negotiation tactics………………………………………………………………...6

4. 2.1 Seating………………………………………………………………………...8

5. 2.2 Agenda…………………………………………………………………………………...8

6. 2.3 Stages of negotiations……………………………………………………….9

7. 2. 4 Possible approaches to negotiations. Tactical techniques………………...........10

8. Chapter 3. Negotiation methods………………………………………………………......12

9. 3.1 Variational method……………………………………………………………...12

10. 3.2 Integration method……………………………………………………………….12

11. 3.3 Balancing method………………………………………………………......12

12. 3.4 Compromise method……………………………………………………….....13

13. Chapter 4. Completion of negotiations……………………………………………………15

14. Chapter 5. Psychology of business communication……………………………………………………………......16

15. Conclusion………………………………………………………………………………...19

16. List of references…………………………………………………………………………………......20

Introduction

Negotiations are far from a simple process. No matter how trivial it may sound, a modern manager must master negotiation techniques and carefully prepare for them.

The ability to negotiate is necessary in any life situation, not only at work. And if you don’t have this gift by nature, then you can acquire it, so to speak, at a reasonable price, knowing some regularities. Successful negotiations can bring enormous benefits both materially and morally, changing the future of both one person and the entire company as a whole.

Business negotiations are not only an area of ​​business expansion, but also the most important part of an organization’s PR activities, forming and effectively maintaining its image.

Successful and professional negotiations expand the positive information field about the company and help attract the attention of potential clients and partners to it.

The above justifies the relevance of the chosen topic.

The purpose of the work is to become familiar with the basics of negotiations, to reveal the structure, types, strategy and tactics of how to carry out effective business negotiations, the role of techniques and skills of persuasive speech, to consider the rules of the negotiation process.

Chapter 1. Preparing for negotiations

Negotiation- These are interdependent processes of developing, exchanging and fulfilling certain sets of promises that satisfy the basic interests of the contracting parties. In turn, the concept of “sets of promises” refers to contracts, agreements, treaties, conventions, memorandums of understanding, consent decrees, word of honor formulas, and handshakes.

The purpose of negotiations is, through a joint search, to conclude an agreement on any issue, to achieve a result with which all parties would be satisfied. In other words, this is making a mutually beneficial decision, the most acceptable in a given situation.

Through negotiations, business connections are established, contracts are concluded, and joint activities of various firms, enterprises, and institutions are coordinated.

During negotiations, the following functions can be implemented.

1. Informational. In this case, negotiations are held to exchange views on any issue or to obtain new information.

2. The communicative function is associated with establishing new connections and relationships, getting to know potential partner, exchange of points of view.

3. Control is regulation, control, coordination of joint actions.

5. The distracting function of negotiations is to gain time.

It is known that nothing succeeds without preparation. During the preparation of negotiations, it is necessary to strive to implement main goal- increase partners’ desire for direct contacts. When preparing for a business meeting, it is necessary to carefully determine its program, the order of issues to be discussed, and determine which of them should be resolved at the stage of preliminary discussion and which at the negotiating table.

When preparing for negotiations you should:

Determine the level of aspirations, i.e. "what I want";

Obtain detailed information about the participants in the negotiations, not only direct, but also indirect, that is, all those who may potentially be affected by this conflict;

Analyze the resources (financial, military, domestic and foreign policy, ideological) that the participants have or can attract;

Familiarize yourself in detail with the legal and moral norms and rules existing in society that can help or hinder the realization of your goal.

If all these steps are taken, the negotiation situation will become clearer, and the possibility of predicting it will become more realistic.

Establish a working relationship with your prospective partner:

Express your interest in participating in the negotiations;

Request (if necessary) additional information (for example, technical documentation).

Agree with your partner on the organizational aspects of the negotiations:

Level of negotiations (who is the head of the delegation: the head of the enterprise, his deputy, etc.?);

Venue for negotiations;

Quantitative composition of the delegation.

The issue of the place of negotiations should not seem simple and insignificant. He has important, since it raises the problem of confidentiality of negotiations. The ideal place for negotiations is a calm, comfortable and neutral space, in no way connected with the activities and problems of the participants.

All materials of the preparatory work must be collected in a negotiation dossier, which includes all documents agreed upon at the preliminary stage of preparation, as well as the necessary reference and information sources.

Thus, preliminary preparation for negotiations largely creates competitive advantages even before the negotiations. You can influence only when you know everything or almost everything about your partner.

Chapter 2. Negotiation tactics

For the successful development of a business (firm, enterprise, etc.), the ability to negotiate with third parties is necessary.

Negotiation- these are interdependent processes of developing, exchanging and fulfilling certain sets of promises that satisfy the basic interests of all parties directly involved in the negotiations. The negotiation process from a cooperative perspective is divided into three processes: adequate communication; effective education; responsible use of power.

At correct use rules and psychological techniques, you can achieve the most favorable conditions for the company. It is necessary to develop such qualities as: endurance, self-control, intelligence, and the right strategy.

Before negotiations begin, you need to draw up an action plan:

· Have maximum information about the third party organization.

· Write down the main problems.

· Identify positive or negative qualities your company to interest or repel your opponent.

· Determine what you would ultimately like to receive.

· Prepare for third party questions.

Based on the drawn up plan, tactics for negotiations are selected.

The most universal is the “Principled” method. The method of “principled negotiations” means a tough approach to the consideration of the merits of the case, but provides a soft approach to the relations between the negotiators. This method allows you to be fair while also protecting against those who might take advantage of the other party's honesty.

This method comes down to four points. These clauses define a direct method of negotiation that can be used in almost any circumstance. Each point contains a basic element of communication, and suggests what should be negotiated.

1. People: Separate the people from the problem.

Personal likes or dislikes should not be an obstacle to solving a problem. By showing emotions, we show our weakness, thus making it easier to manipulate us. We unknowingly create difficulties for ourselves in solving the task at hand. Emotions often lead us astray from our goals. Therefore, before we begin to work on a certain problem, it must first be separated from our emotions. Now we can derive the first proposition: separate people from the problem.

2. Interests: Focus on the interests of your firm.

The second point is intended to overcome the obstacle of focusing on the positions of others, when the goal of negotiations becomes the satisfaction of their hidden needs. The negotiating party often forgets about its goal, and as a result achieves another, completely unnecessary one. The second main element of the method: focus on the interests of your company.

3. Options: Create a list possible actions, before starting any of them.

The third point answers the question of arriving at an optimal solution. Trying to find it in the presence of an enemy narrows your options; you cannot rely on the qualities of your character. The presence of some moral pressure narrows your creative potential. So how can you find the most convenient solution? As stated above, you must be prepared for the meeting. If the date of negotiations is set too early and you do not have time to prepare, then it should be postponed. Thus, having thought through all possible ways out of this situation, and choosing the best final solution. Therefore, the third point: Create a list of possible actions before starting any of them. Choose the most optimal one.

4. Criteria: It is necessary to insist on the use of objective, generally accepted criteria.

There are situations when the interests of the parties are completely opposite. In this case, you can try to resolve the situation through persistence and stubbornness, which, by the way, often turns out to be a very effective way.

This method tends to "reward" intransigence and lead to arbitrary results. However, you can confront such a person by insisting that the decision must be thoughtful and well-informed. This does not mean at all that you need to insist on your own opinion; more often it makes sense to resort to the help of a disinterested person or specialist, thereby helping to resolve your dispute. For example, by using the services of an independent expert or simply a professional, whose opinion is of no small importance. As a last resort, you can resort to legislation and try to find an answer there that resolves the dispute.

From this we conclude that, most likely, the warring parties will come to a mutually beneficial solution. Therefore, the fourth point: It is necessary to insist on the use of objective, generally accepted criteria.

“Horizontal negotiations” (negotiations within a team) take place between team members representing one of the parties to the negotiations.

“Vertical negotiations” are negotiations that take place away from the main process. Vertical negotiations involve the participation of those team members who are present at the table and those who are not physically present, but due to their authority, power and position influence the direct participants in the negotiations or those to whom the latter are accountable.

When conducting negotiations, the “Positional” method is also used. Negotiation tactics that allow you to achieve your goal. Goals may be different. For example:

1. Tough negotiating position.

When you know that your positions are strong and there can be no compromises. Initially, it is necessary to retain the right to cast a decisive vote. Have irrefutable evidence that you are right. Take a thoughtful and balanced approach to resolving the issue, so that later, if your opponent refuses your terms, the interests of the company will not be harmed. With such tactics you can mislead your opponent and bluff at your own risk to win, but you can just as easily lose everything.

2. Soft negotiating position.

When you are not ready to enter into conflict and in the interests of the company, you can consciously give in. In this case, of course, the dignity of the company may be affected. But on the other hand, thanks to such tactics, the company will get what it wants with minor losses. Also, by misleading the opponent in pursuit of his own interests, the opponent, without knowing it, may ultimately suffer. From tough and strong, thanks to your tactics, turn into weak.

3. Neutral negotiating position.

Most often it is a wait-and-see position. It is mainly used when more than two parties are involved in negotiations. Opponents' positions are carefully assessed. They practically do not take part in debates and do not take sides.

A) Technique of “escape”: avoidance of struggle: if issues are raised that are undesirable for discussion. An example of “care” is a request to postpone consideration of the problem, reschedule it for another time, or simply ignore it.

B) The “waiting” technique - is used when they want to delay negotiations in order to clarify the situation, obtain information from the partner and remain silent about their position. A variation of this “salami” technique is the slow, gradual opening of one’s own position, similar to cutting thin pieces of salami sausage.

Thus, before negotiations, it is necessary to consciously and soberly assess goals and opportunities. Think in advance about possible options for developing negotiations. Act according to the created plan. Do not give in to panic and moral pressure.

2.1. Seating

When negotiating, the placement of participants at the table is of great importance. If negotiations take place on your opponent’s territory, then most likely you will not have to choose a disposition. But if the meeting is planned on your territory, take the initiative into your own hands.

Seating:

The head of the delegation sits in the center, opposite him is the head of the partner delegation;

To the right of the head is the second person in the delegation, to the left is the translator (if necessary).

Requirements for the nature of the conversation:

Calm tone, even if the partner is irritated or aggressive;

It is necessary to listen carefully to the interlocutor to the end, without interrupting.

General information:

5-7 minutes after the start, tea and coffee are served;

An hour later, tea and coffee are offered again;

At the end of the negotiations (signing of a protocol of intent, contract, agreement), a protocol event (for example, a reception) is organized.

2.2. Agenda

The most important components of negotiations are the schedule of conduct.

There is a stereotype in our society that a word written on paper has real power. Therefore, if you want to influence the course of negotiations, set the agenda. If you are the one developing it, you can get an advantage. By defining the issues to be discussed, an agenda encourages negotiators to take notes on planned issues, so place a blank sheet of paper in front of each participant.

An agenda is a great way to control the flow of a negotiation because it makes it very difficult for your opponents to avoid discussing an issue they are uncomfortable with. If you do not want to discuss a particular topic or are not ready to discuss it, simply do not include it on the agenda. It should be noted that it is appropriate to offer your agenda to the negotiators only if the negotiations are being conducted on your territory and you are the master of the situation.

Having an agenda opens up the opportunity to influence the duration of negotiations. If you want the negotiations to be completed by a certain date, communicate this at the very beginning. In addition, sometimes it is possible to establish a time limit for speakers. But in any case, plan a little more time for negotiations than is actually necessary. If foreigners are involved in negotiations, more time is spent on translating remarks by an interpreter and simply understanding each other.

Preparatory issues, due to their specificity, do not require the participation of the entire delegation. Therefore, it is advisable to immediately identify and inform the opposing party about candidates who will:

Provide organizational and material support for negotiations;

Conduct negotiations at the expert level (in subcommittees);

Conduct negotiations at the highest level.

Give your proposals on the agenda (what issues and in what order you intend to discuss). The agenda can be formulated in a very general form without subdividing into issues.

Here are some typical procedural issues that may be useful to include in the plan:

List of parties involved in negotiations;

Number of participants on each side;

Opportunity to attract additional team members;

Time and place of the first and subsequent meetings;

Time frame for negotiations;

Form of final agreement;

Attitude to the confidentiality of the process;

Mechanism for determining the reliability of information;

Rules of conduct during negotiations;

The order of discussion of issues;

Resolving disagreements in the event of allegations of violation of procedural agreements.

2.3 Stages of negotiations

The first stage is clarification of interests, positions, goals, etc. participants in the negotiations.

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 coordination of positions.

The fourth (final) stage - the parties begin editing the text.

These stages are not necessarily clearly demarcated. However, in general, consistency in solving problems during negotiations should be maintained.

2.4 Possible approaches to negotiations

Tactics

If the partner is not in the mood for a constructive dialogue:

Try to be constructive yourself, without trying to beat your partner;

It is necessary to create a business atmosphere for negotiations;

Offer a pause in the negotiations, during which to hold informal meetings and consultations, consider the possibility of other alternatives (for example, holding similar negotiations with another partner).

In negotiations with a stronger partner (a partner who objectively has more strong position) Maybe:

An appeal to continue the relationship with this partner in the future (the presence of long-term agreements), and therefore the partner’s interest in the agreement;

Linking various proposals into a package (being weak on one issue, a negotiator may be stronger on another). Linking these issues in negotiations helps balance the power of the parties;

Appeal to the reputation of a strong partner (an extremely tough position of a strong partner can damage his reputation).

Chapter 3. Negotiation methods

In management practice, the following basic methods are used when conducting business negotiations:

Variational method

Integration method

Balancing method

· Compromise method

3.1 Variational Method

When preparing for difficult negotiations (for example, if you can already foresee a negative reaction from the other party), find out the following questions:

· what is the ideal (regardless of the conditions of implementation) solution to the problem posed in a complex?

· what aspects of the ideal solution (taking into account the whole problem as a whole, the partner and his expected reaction) can be abandoned?

· what should be seen as the optimal (high degree of probability of implementation) solution to the problem with a differentiated approach to the expected consequences, difficulties, and obstacles?

· what arguments are necessary in order to properly respond to the expected assumption of the partner, due to the divergence of interests and their unilateral implementation (narrowing or, accordingly, expanding the proposal while ensuring mutual benefit, new aspects of a material, financial, legal nature, etc.)?

· what forced decision can be made in negotiations for a limited period?

· what extreme proposals from a partner should definitely be rejected and with the help of what arguments?

Such reasoning goes beyond a purely alternative consideration of the subject of negotiations. They require an overview of the entire subject of activity, creativity and realistic assessments.

3.2 Integration method

Designed to convince the partner of the need to evaluate the issues of negotiations taking into account social relationships and the ensuing needs of development-cooperation; The use of this method does not, of course, guarantee that agreement will be reached in detail; It should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

When trying to ensure that your partner understands the need for integration, do not, however, lose sight of his legitimate interests. Therefore, avoid moralizing calls that are divorced from the interests of your partner and are not related to the specific subject of discussion. On the contrary, express your position to your partner and emphasize what actions you expect from him within the framework of joint responsibility for the results of the negotiations.

Despite the discrepancy between your departmental interests and the interests of your partner, especially note the need and starting points for solving the problem discussed during the negotiations.

Try to identify common aspects and opportunities for mutual benefit in your area of ​​interest and bring all this to the consciousness of your partner.

Do not indulge in illusions and do not believe that you can come to an agreement on every point of negotiations; if this were really the case, then negotiations would not be needed at all.

3.3 Balancing method

When using this method, keep the guidelines below in mind.

Determine what evidence and arguments (facts, calculation results, statistics, figures, etc.) should be used to encourage your partner to accept your offer.

You must mentally put yourself in your partner’s shoes for a while, i.e. see things through his eyes.

Consider the complex of problems from the point of view of the “for” arguments expected from your partner and bring to the consciousness of your interlocutor the associated advantages.

Also think about your partner’s possible counterarguments, tune in to them accordingly and get ready to use them in the argumentation process.

It makes no sense to try to ignore your partner’s counterarguments put forward during negotiations: the latter expects you to respond to his objections, reservations, concerns, etc. Before moving on to this, find out what caused your partner’s behavior (not quite correct understanding of your statements, lack of competence, unwillingness to take risks, desire to stall for time, etc.).

3.4 Compromise method.

Negotiators must show a willingness to compromise: in case of divergent interests of a partner, an agreement should be achieved in stages.

In a compromise solution, agreement is achieved due to the fact that the partners, after a failed attempt to reach an agreement among themselves, taking into account new considerations, partially deviate from their demands (they refuse something, put forward new Proposals).

In order to approach the partner’s position, it is necessary to mentally anticipate the possible consequences of a compromise solution for the implementation of one’s own interests (forecasting the degree of risk) and critically evaluate the permissible limits of the concession.

It may happen that the proposed compromise solution is exceeded. Your competence. In the interests of maintaining contact with your partner, you can enter into a so-called conditional agreement (for example, refer to the consent in principle of a competent manager).

It is difficult to quickly come to an agreement through concessions acceptable to both parties (for example, as opposed to a complete refusal of one of the partners to their demands or the so-called “rotten” compromise); partners will persist in their opinion due to inertia. What is needed here is patience, appropriate motivation and the ability to “sway” a partner with the help of new arguments and ways of viewing the problem while using all the opportunities arising from the negotiations.

An agreement based on compromises is concluded in cases where it is necessary to achieve the common goal of negotiations, when their failure will have adverse consequences for the partners.

The above methods of negotiation are of a general nature. There are a number of techniques, methods and principles that detail and specify their application.

1. Meeting and making contact. Even if it’s not a delegation that comes to you, but just one partner, you need to meet him at the train station or airport and take him to the hotel. Depending on the level of the leader of the arriving delegation, it may be met either by the head of our delegation himself, or by one of the participants in the upcoming negotiations.

The greeting and making contact stage is the beginning of direct, personal business contact. This is a general but important stage of negotiations.

The greeting procedure takes a very long time. a short time. The most common in European countries The form of greeting is a handshake, with the host giving his hand first.

The conversation preceding the start of negotiations should be of the nature of an easy conversation. At this stage, business cards are exchanged, which are presented not during the greeting, but at the negotiating table.

2. Attracting the attention of the negotiation participants (the beginning of the business part of the negotiations). When your partner is confident that our information will be useful to him, he will be happy to listen to you. Therefore, you must arouse your opponent's interest.

3. Transfer of information. This action is to, based on the aroused interest, convince the negotiating partner that he will act wisely by agreeing with our ideas and proposals, since their implementation will bring tangible benefits to him and his organization.

4. Detailed justification of proposals (argumentation). A partner may be interested in our ideas and proposals, he may understand their feasibility, but he still behaves cautiously and does not see the possibility of applying our ideas and proposals in his organization. Having aroused interest and convinced the opponent of the feasibility of the planned enterprise, we must find out and differentiate his desires. That's why next step in the procedure for conducting business negotiations is to identify interests and eliminate doubts (neutralization, refutation of comments),

The business part of the negotiations concludes with the transformation of the partner’s interests into the final decision (the decision is made on the basis of a compromise).

Chapter 4. Completion of negotiations

Completion of negotiations- the most important stage that requires special attention. It must proceed without haste, which can be created deliberately. It cannot be ruled out that the tactic of delaying and resolving all issues “at the end” was chosen by your opponent from the very beginning.

At the end of the negotiations, all issues related to the implementation of the agreements reached should be clearly discussed, the executors, deadlines, necessary resources and their sources, sanctions in case of failure to comply with the agreements should be determined, and the circle of persons who are authorized in the event of unforeseen or force majeure circumstances can be promptly included in solving problems that have arisen. It is necessary to take into account the guarantees of its execution in the agreement. Whatever the level of trust between the parties, the agreement should be signed, regardless of the personal relations of the participants in the negotiations. Final documents are drawn up depending on the type of negotiations.

The final stage of negotiations is also important because the agreements reached largely determine not only the prospects for further cooperation with the partner, but also have an impact on the professional reputation of its participants. Even if success in negotiations is not achieved, you have a real opportunity to expand the boundaries of your relationship with new acquaintances. business cooperation, i.e. you implement in practice the information and communication function of negotiations.

After the meeting, positive and negative points are noted in order to improve the negotiation strategy and tactics:

What actions contributed to the success (failure) of negotiations;

What difficulties arose, how these difficulties were overcome, what was not taken into account when preparing for the negotiations, why;

What surprises arose during the negotiations;

What was the partner’s behavior during the negotiations;

What principles of negotiation can and should be used in other negotiations.

In the event of a possible failure to fulfill agreements due to your fault, notify your partner in advance, offering compensation options.

Chapter 5. Psychology of business communication

The ability to communicate with a business partner, understanding the psychology of another person, the interests of another organization can be considered one of the determining factors in the negotiation process. This skill dominates not only in business negotiations. If a person knows how to encourage other people to act, then he will succeed as a leader. D. Carnegie offers six rules, following which allows you to influence people.

Rule one: Be genuinely interested in other people. The man who is not interested in his fellow men experiences the greatest difficulties in life and causes the greatest harm to those around him. Before starting to discuss problems that interest you, it can be useful to talk about those subjects that concern your interlocutor. He will be friendly to you and will quickly resolve your issues.

Rule two: smile! You must experience joy in communicating with people if you want people to experience joy in communicating with you.

Rule three: remember that in any language a person’s name is the sweetest and most important sound for him! People attach a surprising amount of importance to their own name. Each person is more interested in him given name than any other names in the entire world combined. By remembering this name and using it casually, you are giving the person a subtle and very effective compliment. Instilling in a person a sense of self-worth is a sure way to win his favor.

Rule four: be a good listener. Encourage others to talk about themselves. Showing sincere interest in statements, problems business partner, you can awaken his sympathy for you. This kind of attention is one of the greatest compliments for any person. Few people can resist the hidden flattery of enthusiastic attention.

Many interlocutors fail to make a favorable impression simply because they do not know how to listen carefully. They are so concerned with what they are going to say that they don't listen to anything. Such a person is not interesting to others. By encouraging your interlocutor to talk about yourself and your achievements, you can win his favor.

Rule five: talk about what interests your interlocutor. It is necessary to thoroughly prepare for every business meeting. By reading the business press and asking mutual friends, you need to identify those questions that most interest your future interlocutor. Then you need to expand your own knowledge on these issues. The surest way to a person’s heart is to talk with him about what he values ​​above all else. This approach will certainly make it easier to establish business contacts.

Rule six: instill in your interlocutor an awareness of his importance and do it sincerely! The sixth rule in most important law human behavior. By following it, a person protects himself from many troubles, acquires many friends and a feeling of moral satisfaction. As soon as this law is violated, a person encounters difficulties.

It should be noted that in last years, no matter how paradoxical it may sound, not a single new fundamental principle of conducting business conversations has been discovered, although significant progress has been noticeable in the development of techniques and tactics for conducting them. From our experience in this area, we will highlight five basic principles that are universal and can be applied in any situation.

The first principle is to attract the attention of the interlocutor. If you can't do this, if your partner doesn't listen to you, why would you say anything at all? (Start of conversation).

The second principle is to arouse interest in your interlocutor. When a partner shows a desire to have a conversation because he is sure that your suggestions will be useful to him, this means that he will be happy to listen to you (Transfer of information).

The third principle is the principle of detailed justification. Based on the aroused interest, you need to convince your partner that he will act wisely by agreeing with your ideas and proposals, since their implementation will benefit him and his enterprise (Argumentation).

The fourth principle is to identify interests and eliminate your partner's doubts. If your partner behaves cautiously and does not see the possibility of using your ideas and proposals in his enterprise, although he understands their feasibility, you must find out and differentiate his desires (neutralization, refutation of comments).

The fifth principle - the main one - is to transform the interests of the partner into the final decision (Decision Making).

Along with these five principles, here are a few tips to keep in mind for conducting business conversations. Their universal nature is based on the simple fact that in any conversation you must skillfully adapt to your partner at the moment, no matter what the business or personal relationship in question.

1. Write a conversation plan in advance and work out the most important wording.

2. Apply the principles of psychology about periodically influencing your partner during a conversation, namely, alternating unfavorable moments and facts with favorable ones; the beginning and end are only positive phrases.

3. Always remember your partner’s driving motives: his expectations; the advantages he achieves through this conversation; his position; his desire to assert himself; his sense of justice; his pride.

4. Avoid asking questions to which the interlocutor can answer “No”, make it easier for him “Yes is the answer”.

5. Repeat the main thoughts of your partner during the conversation, negotiations, watch your thoughts and statements, do not repeat yourself.

6. Avoid deviations from the subject of negotiations and superlatives.

7. Listen carefully to your interlocutor to the end, because listening with due attention to what the interlocutor wants to tell you is not only a sign of attention to him, but also a professional necessity.

8. Never discount the significance of your partner's prejudices. Let's remember our own experience: Often your opinion is formed before you have carefully weighed all the facts. It will be better for both you and your partner if you realize this together.

9. Avoid misunderstandings and misinterpretations! Your presentation should be clear, visual, systematized, concise, simple and understandable. If there is any ambiguity, immediately, without any embarrassment, directly ask your partner what he means?

10. Respect your partner! After all, the technique of conducting conversations and negotiations is communicating with people. Be attentive and considerate to your interlocutor, appreciate his arguments, even if they are weak.

11. Whenever possible, be polite, friendly, diplomatic and tactful. Remember that politeness does not reduce the certainty of a request or proposal, but in many ways prevents the partner from developing internal resistance. Politeness should be in moderation, without flattery and fawning. Diplomatic behavior presupposes caution, intelligence and simple courtesy.

12. Be adamant if necessary, but keep your cool when the temperature of the conversation rises.

13. Anyone possible way try to make it easier for your interlocutor to perceive your theses and proposals, taking into account the internal struggle between his desires and real possibilities, so that he can save his face. Give him time so that he can gradually become convinced of the correctness of your positions.

14. Think about negotiation tactics.

15. Try to achieve your goal during the conversation or find an acceptable compromise.

Conclusion

Negotiation- an integral part of our Everyday life. This is a kind of verbal duel in which the winner is the one who can control his emotions and maintain a position of equality, regardless of who needs whom more.

Negotiation accompanies any joint activity. The purpose of negotiations is usually to reach an agreement on the parties' participation in activities, the results of which will be used for mutual benefit.

In business negotiations, the parties often have directly opposite goals; in this case, the task of each interlocutor is to conclude the negotiations with an agreement that serves his interests. Showing firmness on the main points while being flexible when discussing secondary issues is perhaps the main task of negotiations.

To give in on the unimportant and insist on the main thing, to compromise on one issue in exchange for a concession on another: it is very similar to a game of chess, but negotiations are a game in which the most prepared and skillful wins.

The art of business negotiations is to show your counterpart the way to solve his problem by taking actions that are beneficial to you. This requires deep knowledge in the field of communication, competence in using business communication techniques, and the ability to manage one’s emotional state.

It seems that negotiations have a great future as a means of ensuring cooperation among various social actors, as well as a means of resolving conflict and crisis situations. They replace force and command methods, ensuring the most harmonious development of social and economic life. And they now require specialists in their field who have high creative potential, are well versed in the secrets of their chosen profession, and are able to make thoughtful and carefully considered decisions.

Summarizing what has been said, I would like to emphasize once again that
the most important prerequisites for successful negotiations are good preparation concentration on the subject, problem-solving-oriented thinking, the desire to develop a common position, taking into account the personal qualities of the partner, realism, respect for interests, flexibility, etc.

List of used literature

1. Balandina L.A. Russian language and speech culture / L.A. Balandina, G.R. Davidyan, G.F. Kurachenkova and others - M.: Gardariki, 2005. - 544 p.

2. Vvedenskaya L.A. Russian language and speech culture: Textbook. manual for universities / L.A. Vvedenskaya, L.G. Pavlova, E.Yu. Kashaeva. - Rostov n/d: Phoenix, 2004. - 539 p.

3. Derkachenko V.G. Business conversation leader: A manual for managers, businessmen and politicians / V.G. Derkachenko. - St. Petersburg: Business Press, 2004. - 368 p.

4. Zaretskaya E.N. Business communication: In 2 volumes / E.N. Zaretskaya. - M.: Delo, 2004. - 696 p.

5. Culture of Russian speech. Textbook for universities. / Ed. prof. L.K. Graudina, E.N. Shiryaeva. - M.: Publishing group NORMA-INFRA M, 2001. - 560 p.

6. Mitroshenkov O.A. Effective negotiations / O.A. Mitroshenkov. - M.: Ves Mir, 2000. - 280 p.

7. Sukhinin D. Negotiation techniques. Small and big tricks / D. Sukhinin // ApTEKA Weekly.” - 2003. - No. 1.

8. Dunkel J. Business Etiquette. Series 1000 secrets of success. - Rostov n/d: Phoenix, 1997.

9. Darakhovsky I.S., Prekhul T.V. Business and manager. - M., 1992.

10. Davis F. Create your own image / Trans. from English S.I. Ananin.- Mn.: LLC Potpourri, 1998.

11. Pavlova L.G. Dispute, discussion, controversy. - M.: Education, 1991.

12. Soper P. Fundamentals of the art of speech. - M.: Phoenix, 1995.

13. Fischer R., Ertel D. Preparation for negotiations. - M.: Filin, 1996.

Introduction

Without exception, all entrepreneurs and production managers have to enter into business conversations with business partners - suppliers of raw materials, components or finished products, as well as with consumers. The success of his business and his reputation depend on how well an entrepreneur or plant director can organize and negotiate. The art of negotiation is specially taught all over the world.

A person who is properly prepared for negotiations will be able to achieve his goal without offending his partner and leaving a favorable impression of himself. Preparation for negotiations includes two main areas of work: resolving organizational issues and elaborating the main issue of the negotiations.

Negotiation tactics.

Good preparation for negotiations involves preliminary consideration of as many possible solutions as possible. All options are ranked depending on their degree of acceptability. An important element Preparation for the main negotiation process is the organization of a business reception. Business reception is carried out at an early stage of a partnership with another company, after establishing contacts with it that reveal mutual interest. When preparing for a meeting with a partner, you need to outline your tactical line. For this it is useful to understand tactics, which can be applied during negotiations to achieve your goal.

Reception of "care" or “avoidance” is used when issues are raised that are undesirable for discussion, or in order to avoid giving the partner accurate information or a clear answer. The technique is that a partner is asked to postpone consideration of a particular issue, to transfer it to another meeting. In this case, the request is accompanied by convincing arguments.

Other tactical techniques that are close in meaning to “leaving” are “delaying”, “waiting”, “salami” (based on the principle of cutting sausage into thin pieces). These techniques are used when they want to delay the negotiation process in order to clarify the situation and get more information from their partner.

"Packaging» - There is not just one question proposed for discussion, but several. In this case, problems of two kinds are solved (attractive and unattractive offers, or a package of concessions is offered).

« Excessive demands" consists of including points in the problems being discussed that can then be painlessly removed, pretending that this is a concession, and demanding similar steps from the partner in return.

“Placing false accents of one’s own position» consists of demonstrating to the partner extreme interest in resolving some issue that is actually of secondary importance. Sometimes they do this in order to remove this issue from the agenda in order to obtain the necessary decisions on another, more important issue.

"Making demands at the last minute" - at the end of the negotiations, when all that remains is to sign the contract, one of the partners puts forward new demands. If the other party is very interested in the contract, they will accept these demands.

• - emphasize important words and subordinate less important ones to them;
• - change the tone of your voice - it should rise and fall, like the surface of the sea; a sudden increase or decrease in the tone of the voice makes a word or phrase stand out from the general background;
• - change the tempo of speech - this gives it expressiveness;
• - pause before and after important thoughts.

To this should be added the importance of using special tools communication effects 1 :

• - visual image effect- as a rule, at first a person is perceived by his appearance, and this initial impression leaves an imprint on further relationships. You need to use the aesthetics of clothing, well-executed facial expressions, a heightened sense of tact to radiate charm, an elegant manner of communication, a confident and friendly look;
• - first phrase effect- consolidates or corrects the initial impression of people. The first phrases should contain interesting information, with elements of originality, immediately attracting attention;
• - argument effect- speech must be reasonable, convincing, logical, provoking co-reflection and comprehension of information;
• - effect of intonation and pauses- a feature of human perception is that intonation and pauses contribute to a 10-15 percent increase in information, causing associations and suggestions among interlocutors;
• - artistic expression effect- this is the correct construction of sentences, correct word stress, the use of rhetorical techniques, metaphors, hyperboles. As Voltaire argued, a beautiful thought loses its value if it is poorly expressed;
• - relaxation effect- someone who knows how to make a joke at the right time, or insert a witty remark, will be luckier in Negotiations than someone who does not know how to do this. Humor creates a natural break for people to relax, brings people closer together and puts them in a favorable mood. It should also be taken into account that there are a number of factors that negatively affect the conduct of business:
• - discomfort of the physical environment: unattractiveness of the room, uncomfortable seats, stale air;
• - preoccupation of interlocutors with some official or personal matters, upset psychological state;
• - ambition, envy, ill will;
• - illiteracy of the speaker’s speech, inexpressiveness of phrases;
• - incompetence of the interlocutor;
• - rejection of the image of the interlocutor.

Try to avoid the appearance of such factors, and if they exist, smooth out and neutralize them.