| | 1 | = Getting More |
| | 2 | **How You can Negotiate to Succeed in Work and Life**[[br]] |
| | 3 | **Author:** Stuart Diamond |
| | 4 | Feb 09 2017 |
| | 5 | |
| | 6 | [[Image(htdocs:images/books/getting-more.jpg, align=center, nolink)]] |
| | 7 | |
| | 8 | [[PageOutline(2-5, Contents, inline, unnumbered)]] |
| | 9 | |
| | 10 | == Review |
| | 11 | === Verdict: |
| | 12 | {{{ |
| | 13 | #!comment |
| | 14 | [[Image(htdocs:icons/green-up-arrow.png, inline, nolink)]] **Recommended** |
| | 15 | }}} |
| | 16 | |
| | 17 | === The Good |
| | 18 | |
| | 19 | === The Bad |
| | 20 | |
| | 21 | === The Ugly |
| | 22 | |
| | 23 | == Notes |
| | 24 | **Disclaimer**: These are primarily written for my own future reference, but they may be useful to you, either to decide if you want to read / buy the book or as something to revisit. The information is not comprehensive, not in the least - so, please don't use it as a substitute for actually reading the book. As with all my content, some is verbatim from the original source, opinion may be interspersed & of course, **YMMV**. |
| | 25 | |
| | 26 | === Negotiation Tools |
| | 27 | * Be dispassionate: emotion destroys negotiations. |
| | 28 | * Prepare, even for 5 seconds: collect your thoughts. |
| | 29 | * Find the decision-maker. |
| | 30 | * Focus on your goals, not who is right. |
| | 31 | * Make human contact. |
| | 32 | * Acknowledge the other party's position and power, valuing them: if you do, they will use their authority to help you achieve your goals. |
| | 33 | |
| | 34 | === Strategies |
| | 35 | * **Goals are paramount.** Anything you do in a negotiation that doesn't //explicitly// bring you closer to your goals is irrelevant or damaging to you. |
| | 36 | * **It's about them.** Their perceptions, sensibilities, needs, trustworthiness, how they make commitments. You are the least important person in the negotiation. |
| | 37 | * **Make emotional payments.** Tap into the other person's emotional psyche with empathy; apologize if necessary, show you value them, offer things that get them to think more clearly. |
| | 38 | * **Every situation is different.** Averages, trends, statistics, past problems, blanket rules based on stereotypes won't always apply or are wrong. The right answer to "I hate you" is "Tell me more". |
| | 39 | * **Incremental is best.** Don't ask for too much all at once, especially when trust is low. Perception is riskier negotiation and magnified differences. So, take it one small step at a time. |
| | 40 | * **Trade things you value unequally.** Expands the pie, and increases opportunities. |
| | 41 | * **Find their standards.** Especially effective with hard bargainers. Point out inconsistencies in policy enforcement. |
| | 42 | * **Be transparent and constructive, not manipulative."** Long-term payoff is poor. Don't fake being tougher / nicer / anything you're not. Credibiliy is your biggest asset. Not to be confused with disclosing everything up front. |
| | 43 | * **Always communicate, state the obvious, frame the vision.** Not communicating means not getting information. No threats or blamestorming. |
| | 44 | * **Find the real problem and make it an opportunity.** Why is the other party acting the way they are? Analysis starts with identifying problems. View problems as negotiating opportunities. |
| | 45 | * **Embrace differences.** Ask questions about differences ==> produces more trust ==> better agreements. |
| | 46 | * **Prepare - make a list and practice with it.** Choose specific items from all the strategies, tools and models based on the specific situation. Review them after each negotiation. |
| | 47 | |
| | 48 | Common enemies bring parties closer together and make negotiation easier - that's why people complain about the weather, attorneys, traffic or bureaucracy. Mutual needs are also effective, but have less psychological impact. |
| | 49 | |
| | 50 | Negotiation should be about the pictures in people's heads. You cannot discover opportunity or resolve conflict unless you think hard about the other person's psychology. |
| | 51 | |
| | 52 | |
