Negotiating tactic allow the negotiator to keep a collaborative climate by agreeing to views made by other party
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. Jon, a travel writer, searches an online services Web site for someone to translate his book on the Pacific Northwest for a Spanish readership.
After looking over résumés, he meets with three candidates and hires the one who seems most friendly and competent. The translator does a great job with the first three chapters, but she misses her deadline for the fourth and eventually stops returning Jon’s calls. Under the gun on his own deadlines, Jon wonders how he could have done a better job of screening candidates.
Discover how to boost your power at the bargaining table in this FREE special report, Dealmaking: Secrets of Successful Dealmaking in Business Negotiations, from Harvard Law School.
B. Carol’s longtime doctor diagnoses her with a serious illness and recommends immediate, aggressive treatment.
Carol would like to seek a second opinion, but she doesn’t want to offend her doctor—who, after all, has always provided her with excellent care. Carol decides to go ahead with her doctor’s recommended treatment plan but has misgivings about whether it is truly necessary.
C. The owner of a fine-dining restaurant is having trouble making ends meet during an economic downturn.
Because she has a friendly relationship with Alan, her produce supplier, she feels comfortable paying him a bit late now and then. So she’s surprised when, one day, Alan calls to tell her that he won’t be delivering that day’s order. “You don’t understand how much trouble your erratic payments are causing me,” Alan shouts. “I’m cutting you off once and for all!”
In each of these scenarios, negotiators are dealing with an issue related to trust. The travel writer discovers he put too much trust in the translator’s reliability.
Carol finds herself wishing she hadn’t put so much trust in one doctor. And the produce supplier has lost trust in the restaurant owner’s ability to pay him in a timely matter.
Most of us approach negotiations with the hope that we will share information, build a relationship, and be treated fairly by our counterparts. But once talks get started, most of us have also had the experience of holding back information, viewing the other side’s behavior with suspicion, and feeling distrusted by them.
You might even find yourself making concessions simply to avoid conveying that you don’t trust the other side—even if you don’t.
How can you get negotiations with a new partner off to a trusting start?
How can you turn around a relationship that has deteriorated into hostility and petty behavior?
Below, we present five guidelines negotiators can use to build and sustain mutual trust at the bargaining table.
After looking over résumés, he meets with three candidates and hires the one who seems most friendly and competent. The translator does a great job with the first three chapters, but she misses her deadline for the fourth and eventually stops returning Jon’s calls. Under the gun on his own deadlines, Jon wonders how he could have done a better job of screening candidates.
Discover how to boost your power at the bargaining table in this FREE special report, Dealmaking: Secrets of Successful Dealmaking in Business Negotiations, from Harvard Law School.
B. Carol’s longtime doctor diagnoses her with a serious illness and recommends immediate, aggressive treatment.
Carol would like to seek a second opinion, but she doesn’t want to offend her doctor—who, after all, has always provided her with excellent care. Carol decides to go ahead with her doctor’s recommended treatment plan but has misgivings about whether it is truly necessary.
C. The owner of a fine-dining restaurant is having trouble making ends meet during an economic downturn.
Because she has a friendly relationship with Alan, her produce supplier, she feels comfortable paying him a bit late now and then. So she’s surprised when, one day, Alan calls to tell her that he won’t be delivering that day’s order. “You don’t understand how much trouble your erratic payments are causing me,” Alan shouts. “I’m cutting you off once and for all!”
In each of these scenarios, negotiators are dealing with an issue related to trust. The travel writer discovers he put too much trust in the translator’s reliability.
Carol finds herself wishing she hadn’t put so much trust in one doctor. And the produce supplier has lost trust in the restaurant owner’s ability to pay him in a timely matter.
Most of us approach negotiations with the hope that we will share information, build a relationship, and be treated fairly by our counterparts. But once talks get started, most of us have also had the experience of holding back information, viewing the other side’s behavior with suspicion, and feeling distrusted by them.
You might even find yourself making concessions simply to avoid conveying that you don’t trust the other side—even if you don’t.
How can you get negotiations with a new partner off to a trusting start?
How can you turn around a relationship that has deteriorated into hostility and petty behavior?
Below, we present five guidelines negotiators can use to build and sustain mutual trust at the bargaining table.
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. Jon, a travel writer, searches an online services Web site for someone to translate his book on the Pacific Northwest for a Spanish readership.
After looking over résumés, he meets with three candidates and hires the one who seems most friendly and competent. The translator does a great job with the first three chapters, but she misses her deadline for the fourth and eventually stops returning Jon’s calls. Under the gun on his own deadlines, Jon wonders how he could have done a better job of screening candidates.
Discover how to boost your power at the bargaining table in this FREE special report, Dealmaking: Secrets of Successful Dealmaking in Business Negotiations, from Harvard Law School.
B. Carol’s longtime doctor diagnoses her with a serious illness and recommends immediate, aggressive treatment.
Carol would like to seek a second opinion, but she doesn’t want to offend her doctor—who, after all, has always provided her with excellent care. Carol decides to go ahead with her doctor’s recommended treatment plan but has misgivings about whether it is truly necessary.
C. The owner of a fine-dining restaurant is having trouble making ends meet during an economic downturn.
Because she has a friendly relationship with Alan, her produce supplier, she feels comfortable paying him a bit late now and then. So she’s surprised when, one day, Alan calls to tell her that he won’t be delivering that day’s order. “You don’t understand how much trouble your erratic payments are causing me,” Alan shouts. “I’m cutting you off once and for all!”
In each of these scenarios, negotiators are dealing with an issue related to trust. The travel writer discovers he put too much trust in the translator’s reliability.
Carol finds herself wishing she hadn’t put so much trust in one doctor. And the produce supplier has lost trust in the restaurant owner’s ability to pay him in a timely matter.
Most of us approach negotiations with the hope that we will share information, build a relationship, and be treated fairly by our counterparts. But once talks get started, most of us have also had the experience of holding back information, viewing the other side’s behavior with suspicion, and feeling distrusted by them.
You might even find yourself making concessions simply to avoid conveying that you don’t trust the other side—even if you don’t.
How can you get negotiations with a new partner off to a trusting start?
How can you turn around a relationship that has deteriorated into hostility and petty behavior?
Below, we present five guidelines negotiators can use to build and sustain mutual trust at the bargaining table.
After looking over résumés, he meets with three candidates and hires the one who seems most friendly and competent. The translator does a great job with the first three chapters, but she misses her deadline for the fourth and eventually stops returning Jon’s calls. Under the gun on his own deadlines, Jon wonders how he could have done a better job of screening candidates.
Discover how to boost your power at the bargaining table in this FREE special report, Dealmaking: Secrets of Successful Dealmaking in Business Negotiations, from Harvard Law School.
B. Carol’s longtime doctor diagnoses her with a serious illness and recommends immediate, aggressive treatment.
Carol would like to seek a second opinion, but she doesn’t want to offend her doctor—who, after all, has always provided her with excellent care. Carol decides to go ahead with her doctor’s recommended treatment plan but has misgivings about whether it is truly necessary.
C. The owner of a fine-dining restaurant is having trouble making ends meet during an economic downturn.
Because she has a friendly relationship with Alan, her produce supplier, she feels comfortable paying him a bit late now and then. So she’s surprised when, one day, Alan calls to tell her that he won’t be delivering that day’s order. “You don’t understand how much trouble your erratic payments are causing me,” Alan shouts. “I’m cutting you off once and for all!”
In each of these scenarios, negotiators are dealing with an issue related to trust. The travel writer discovers he put too much trust in the translator’s reliability.
Carol finds herself wishing she hadn’t put so much trust in one doctor. And the produce supplier has lost trust in the restaurant owner’s ability to pay him in a timely matter.
Most of us approach negotiations with the hope that we will share information, build a relationship, and be treated fairly by our counterparts. But once talks get started, most of us have also had the experience of holding back information, viewing the other side’s behavior with suspicion, and feeling distrusted by them.
You might even find yourself making concessions simply to avoid conveying that you don’t trust the other side—even if you don’t.
How can you get negotiations with a new partner off to a trusting start?
How can you turn around a relationship that has deteriorated into hostility and petty behavior?
Below, we present five guidelines negotiators can use to build and sustain mutual trust at the bargaining table.
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