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Sometimes Negotiators can become so focused on reaching an agreement that they lose sight of the real goal, which is to reach a good outcome (and not necessarily an agreement).
It is important to reevaluate those goals during negotiation.
Negotiators should have a clear walkaway point in mind where they will halt negotiations.
Sometimes it is helpful if the walkaway is written down or communicated to others so that negotiators can be reminded during difficult negotiations.
One of the most important sources of power in a negotiation is the alternatives available to a negotiator if an agreement is not reached.
One alternative, the best alternative to a negotiated agreement(BATNA). To have a BATNA helps you to be less vulnerable.
Negotiators also need to be aware of the other negotiator's BATNA and to identify how it compares to what you offering.
The challenge for negotiators in handling these paradoxes is to strive for balance in these situations.
1) Claiming value versus creating value
2) Sticking by your principles versus being resilient to the flow.
3) Sticking with the strategy versus opportunistic pursuit of new options.
4)Honest and open versus closed and opaque
5) Trust versus Distrust
Negotiators should make a conscious decision about whether they are facing a fundamentally distributive negotiation, an integrative negotiation, or a blend of the two, and choose their strategies and tactics accordingly.
Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes.
Intangibles include winning, avoiding loss, looking tough or strong to others, not looking weak, being fair and so on.
The best way to identify the existence of intangible factors is to try to "see what is not there".
It is important to remember that strong emotions and/or values are the root of many intangibles, so surfacing intangibles may result in the discussion of various fears an anxieties.
Preparation does not have to be a time-consuming or arduous activity.
Preparation should occur before the negotiation begins so that the time spent negotiating is more productive.
Good preparation means understanding one's own strengths,weaknesses,goals and interests as well as possible,and being able to articulate them to the party skillfully.
Coalitions can have very significant effects on the negotiation process and outcome.
Negotiators should recognize 3 types of coalitions:
1) coalitions against you
2)coalitions that support you
3) loose undefined coalitions
When negotiators are part of a coalition, communicating with the coalition is critical to ensuring that the power of the coalition is aligned with their goals.
The best negotiators continue to learn from experience, they know there are so many different variables and nuances when negotiating that no two negotiations are identical.
For a better learning, it is recommended:
1) Plan a personal reflection time after each negotiation.
2) Periodically "take a lesson" froam a coach
3) Keep a personal diary on strengths and weaknesses and develop a plan to work on weaknesses
Reputations travel fast and people often know more about you than you think that they do.
Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.
Rather than leaving reputation to chance, negotiators can work to shape and enhance their reputation by acting in a consistent and fair manner.
People tend to view the world in a self-serving manner and define the "rational" thing to do or a "fair" outcome or process in a way that benefits themselves.
Negotiators need to be aware of this tendency in both themselves and the other party.