Three Dimensional Negotiation Method For Negotiation Skills

For managers, internal and external

First, draw a picture, which includes all potential parties that will cause problems, such as lawyers, bankers and other agents. Considering the overall economic nature of a paction is necessary, but it is not enough.

Don't forget to draw small groups with different interests inside. Their influence can not be ignored.

Second, assess interests. The best negotiators are very clear about their own and the ultimate interests of the other party.

They also know a little bit of interest that can be exchanged.

They are very flexible and creative in their techniques.

Negotiation generally talks about tangible factors, such as price, time and plan.

But a veteran negotiator observed that most of the factors reached the sale were 50% emotional and 50% economic.

Decisive interests are often intangible and subjective, such as feelings in negotiations, credibility of the other side, communication and understanding.

Again, evaluate the best replacement for your anticipated agreement, that is, if the proposed agreement is not workable, you will take action.

This includes shifting from disbandage to another opponent to more severe means.

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When Egypt and Israel negotiated the Sinai Peninsula, their position could not coexist.

However, after a deeper study of the two positions, negotiators find that the fundamental interests of the two parties are extremely different: Israelis are more concerned about security, while Egypt is more concerned about territory.

The solution is to establish a demilitarized zone under the flag of Egypt.

In the economic field, finding differences can also break the deadlock.

Negotiations between a small technology company and its investors and a large strategic acquiring company were blocked.

The reason is that a small technology company wants a high price, while the other party resolutely agrees with a much lower price.

More in-depth communication found that acquiring company could have paid the price demanded by the technology company, but there are several acquisitions in this field. It is very worried that the expected price will be too high in this rapidly developing industry.

The solution is that both sides agree to start with a moderate cash purchase price, which is widely publicized.

In fact, the solution also comes with flexible follow-up measures, which actually guarantees a higher price afterwards.

In order to solve common problems, three dimensional approach should be adopted.

One dimensional negotiation is the most familiar sight: interpersonal process, including persuaded, cultural sensitivity, research quotation, etc.

Two dimensional negotiation moves from interpersonal process to the essence of creating value: designing an agreement framework that can create sustained value.

But both have limitations: when the parties are bargaining face to face on a scheduled agenda, most of the mold has been cast.

The best negotiator uses a three-dimensional approach.

They act like entrepreneurs.

They often foresee the most promising structures and actions outside the negotiating table and put them into action.

They take the most suitable parties to the negotiating table, negotiate appropriate problems in proper order, and, at the right time, face the appropriate best alternatives through appropriate process.

Three dimensional negotiators do not only play games according to the prescribed methods. They are masters of game creation and change rules to achieve optimal results.

In short, regard the negotiation as one.