Negotiations are essentially a process of exchange of opinions between two or more people, which is carried out with the aim of achieving a specific result. By and large, negotiations are present in the life of every person, because... We all, one way or another, have to negotiate something with someone from time to time. when hiring, concluding an important contract, meeting with potential business partners, selling a product or service to a client, family council, etc. and so on. - all these are negotiations.
But it is necessary to understand that negotiations, despite the fact that they are similar in essence, almost always take place in different conditions, i.e. for example, negotiations between two business partners correspond to one set of conditions, negotiations between a subordinate and a manager - others, negotiations between heads of state - others, etc.
However, the negotiation process itself always consists of three fundamental stages:
- Preparation of negotiations
- Negotiation process
- Reaching agreement
Stage one - preparation of negotiations
Preparing for negotiations is an extremely important stage, because it is on this that the foundation of the entire upcoming process is laid. Each element of preparation is of great importance and can affect the achievement of the objectives. Even if one intermediate stage (one of the stages of preparation for negotiations) was not given due attention, the preparation cannot be considered carried out effectively.
Preparation of negotiations consists of:
- Definitions of Negotiation Tools
- Establishing contact between participants
- Collection and analysis of data required for negotiations
- Drawing up a negotiation plan
- Creating an atmosphere of mutual trust
Determining Negotiation Tools
The stage of determining the means of negotiation is characterized by the fact that it implies the identification of a set of various approaches and/or negotiation procedures and the means that will be used for their implementation. In addition, elements that have the ability to help resolve the current problem are identified, such as, for example, court, arbitration, mediators, etc. The means of negotiation are determined by all participants in the process, based on their own and/or common considerations.
MORE:You must understand by what means the result you need can be achieved: in addition to determining the negotiation strategy (we will talk about this in the next lesson), this could be any auxiliary materials, equipment, etc. Plus, additional specialists are often involved, for example, statisticians, professionals in a particular field, consultants, judges, etc.
Establishing contact between participants
- Establishing contact between participants via email, fax or telephone
- Identifying the desire of the parties to take part in negotiations and identify specific approaches to solving the problem (coordinate them)
- Establishing a relationship in which there will be a spirit to achieve similar goals, mutual respect and trust (often mutual sympathy), agreement; in addition, in the process of establishing contact between the participants, negotiation interaction develops
- Reaching an agreement that negotiations are mandatory
- Reaching an agreement that all interested parties (partners, management/subordinates, outside organizations, third parties, etc.) can join the negotiations
MORE:The name of this intermediate stage speaks for itself. An independent representative (or a representative of one party) must contact representatives of the opposing parties (or a representative of the other party) to find out whether the parties are ready to negotiate, how they plan to resolve the issues facing them, determine the terms of the negotiations, and also decide on whether participants will involve additional stakeholders/organizations, and who these individuals/organizations will be.
Collection and analysis of data required for negotiations
The presented stage of preparation for negotiations involves:
- Identification, collection and analysis of necessary information about persons, organizations and all details that have any relation to the subject of negotiations
- Checking the relevance of the information found and its compliance with the real state of affairs
- Maximize the likelihood of negative impact from information that is unavailable or unreliable
- Determining the main interests of each negotiator
MORE:At the stage of preparation of negotiations, it is imperative to collect all possible data about with whom negotiations will be conducted and which interested persons/organizations can or will take part in them. It is very important to collect a comprehensive amount of data so that unforeseen situations and confusion do not arise during the negotiation process. Among other things, the effectiveness and outcome of negotiations depend greatly on whether the parties understand each other's requirements, as well as their own.
Drawing up a negotiation plan
The presented stage of preparation for negotiations involves:
- Determining tactics and strategies that can help achieve the goal - to bring the negotiators to an agreement
- Determining tactics that best suit the situation and the characteristics of the most ambiguous (controversial) issues that will be raised during the negotiations
- Calculation of the necessary objective results
MORE:Undoubtedly, it is not possible to plan everything, but it is possible negotiations This includes, again, defining a strategy that will allow (based on the information collected about the opponent/opponents), tactical nuances that allow, if necessary, adjustments to the strategy, possible issues that will be raised, and determination of such points as the location of the negotiations, the exact number of participants, the start and end times of the negotiations, etc. .d., i.e. all organizational nuances. As a result, you should have a rough picture of the upcoming event.
Creating an atmosphere of mutual trust
The presented stage of preparation for negotiations involves:
- Taking measures to psychologically prepare negotiators for participation in the negotiation process (the main controversial issues are taken into account)
- Taking measures to prepare conditions for the perception and understanding of information and minimizing the impact of stereotypes
- Taking measures to create an atmosphere of recognition by negotiators that the issues in dispute are legitimate
- Taking steps to create a trusting atmosphere conducive to effective interaction
MORE:The most effective negotiations always take place in a friendly atmosphere, when all participants are ready to meet each other, listen to opposing opinions, take into account other people’s desires and needs, etc. It is for this purpose that it is necessary to carry out psychological training (often through the involvement of specialists in this field), create comfortable conditions for conducting negotiations, attract third-party specialists who, firstly, can establish that all the conditions of the negotiations are legal and complied with, and secondly secondly, they will regulate the negotiation process, preventing participants from violating the established rules.
Stage two - negotiations
The second stage of negotiations is the most important, because Here there is direct interaction between participants in the negotiation process. As in the case discussed above, all elements of the negotiation stage play a large role. The scheme proposed below is considered to be the most optimal, for which reason the intermediate stages should not be swapped.
So, the second stage consists of:
- Beginning of the negotiation process
- Identifying controversial issues and setting the agenda
- Determining the fundamental interests of participants
- Development of proposal options on which an agreement can be based
Beginning of the negotiation process
- Introduction (acquaintance) of the negotiators with each other
- Participants exchange opinions, demonstrate a willingness to accept the views of the other side, share ideas, openly offer emerging considerations, demonstrate a desire and readiness to seek agreement in a peaceful environment
- Defining and building a general line of behavior
- Determining mutual expectations from the negotiation process
- Formation of participants' positions
MORE:At the initial stage, the responsible person must introduce all participants in the negotiations to those present and give a signal to begin the process. Participants have the right to express their ideas on the topic of the negotiation process, voice their positions, make adjustments and additions. Taking this information into account, the negotiation process will be carried out in the future.
Identifying controversial issues and setting the agenda
The presented stage of negotiations involves:
- Determining the area of negotiations that includes the interests of the participants
- Determination of controversial issues subject to mandatory discussion
- Formulation of controversial issues subject to mandatory discussion
- Demonstration of the desire of the participants to develop an agreement on controversial issues (discussion should begin with controversial issues on which there is the least disagreement, i.e. on those issues on which agreement is more likely to be reached)
- The use of techniques for controversial issues, including obtaining additional information
MORE:Participants must decide among themselves that they are looking for a solution to the same problem, and also understand each other’s interests. The pace is set: additional issues are discussed on which the parties do not have a clear opinion, each party collects additional information through active listening, recording information, compiling lists of additional questions and from voicing.
Determining the fundamental interests of participants
The presented stage of negotiations involves:
- A detailed study of controversial issues (initially separately, and then comprehensively) to determine the needs, interests and fundamental positions of the participants in the negotiation process
- Participants disclosing their interests to each other in all details, thanks to which even other people’s interests can be perceived as their own
MORE:At this intermediate stage, the participants jointly delve deeper into the study of controversial issues of each side, clarify their details, ask each other additional questions, and clarify interests and needs. All this is done to minimize misunderstandings during the negotiation process, simplify the search for the most suitable solution to the problem for all participants and reach an agreement. Using the information received as a basis, participants can not only understand each other’s deep interests, but also find new points of contact and creative options for further action.
Development of proposal options on which an agreement can be based
The presented stage of negotiations involves:
- The desire of participants to choose the most suitable option for an agreement from the available array (if there is no such option, it is necessary to identify new options)
- Review of the needs of each participant (the purpose of the review is to bring all controversial issues to a common denominator)
- Drawing up criteria or proposing already existing rules governing the discussion of the agreement
- Formulating the principles of the agreement
- Consistent resolution of controversial issues (complex controversial issues are divided into small ones - those to which participants can answer more quickly and easily)
- Choosing a solution to the problem (options can be either proposed by each participant individually or developed jointly during negotiations)
MORE:Based on all the data obtained at the previous stages, having discussed all the details and subtleties of the main problem, the negotiators determine several options for the terms of the agreement, initially without taking any of them as a basis and without focusing on any of them. If necessary, a summary of the needs of each party and the criteria that should be taken into account to reach an agreement is drawn up, and uniform principles are formulated that should guide all participants without exception. If some questions are not analyzed well enough, they are analyzed again (if necessary, complex questions are divided into simple ones). Thus, an array of options for solving the problem is created, from which one will subsequently be selected that will satisfy all the conditions and suit all participants in the negotiations (unless, of course, we are talking about tough negotiations - we will talk about them in a separate chapter).
Stage three - reaching agreement
The consensus stage is the result of everything discussed above. At this stage, participants in the negotiation process come to a specific agreement that satisfies their interests.
This stage also consists of several intermediate ones, or rather:
- Agreement Option Definitions
- Final discussion of options for solving the problem
- Achieving formal agreement
Defining Agreement Options
- Detailed consideration of participants' interests
- Establishing a connection between the interests of the participants and the solutions to the problem that were found
- Assessing the effectiveness of each solution to the problem
MORE:The options for solving the problem and reaching an agreement obtained during the previous stage are summarized and then compared with the interests of each party. These options are then examined for effectiveness. For each option, questions are asked like: “Does this option satisfy Party A/Party B?”, “Does this option meet the interests of Party A/Party B?”, “How effective is this option in solving the problem?” etc. A short summary is then written for each option.
Final discussion of solutions to the problem
The presented stage of reaching agreement involves:
- Selecting one option from the available options for solving the problem (negotiators make concessions to each other)
- Creating the most effective and perfect option based on the selected
- Formulation of the final decision
- Development of a procedure for formalizing the main agreement
MORE:The most effective option is considered to be that option for solving the problem and reaching an agreement that best satisfies the interests of all parties. This option is selected from the general array. If it has shortcomings that require improvement, a new version is created on its basis, eliminating such shortcomings (this can be implemented through , focus groups, etc.). As soon as the final version is ready, the parties (or responsible persons) begin to develop a procedure for drawing up the main agreement: its form, the procedure for conclusion, the list of persons/organizations involved (if required), etc. are determined.
Reaching formal agreement
The presented stage of reaching agreement involves:
- Reaching agreement (consent can be either verbal or documented, including legally, for example, in the form of a contract, agreement, agreement, etc.)
- Participants discuss the process of fulfilling their obligations
- Development by participants of possible ways to overcome difficulties that may arise in the process of fulfilling their obligations
- Development by participants of a procedure for monitoring the fulfillment of their obligations
- Formalization of the agreement
- Development of enforcement mechanisms and obligations (fairness, impartiality, guarantees, etc.)
MORE:The result of all the above-mentioned main and intermediate stages should be the parties reaching a formal agreement. Negotiators verbally or documented (including with the involvement of relevant specialists) enter into an agreement, distribute rights and responsibilities, set deadlines for fulfilling their obligations (all this can be drawn up in the form of special questionnaires, checklists, etc.) , discuss additional issues, draw up a plan for implementing the planned tasks, etc. In addition, the participants must somehow determine the procedure for punishment (fines or other forms) for failure of one of their parties (both parties) to fulfill their obligations or violation of the terms of the agreement.
These are essentially the main stages of the negotiation process.
As we have already mentioned, in order to maximize the very probability of achieving success in negotiations, it is necessary to try to follow the algorithm we have considered, without excluding or changing its stages. Of course, you have every right to make your own additions and adjustments, because Some negotiations will never be completely identical to others, and therefore will have their own specificity and uniqueness. To put it somewhat differently, the result that you plan to achieve through negotiations requires an exceptional approach, expressed not only in the skillful handling of facts, arguments and available information, but also in the application.
And at the end of the first lesson, we would like to give you a few more recommendations - to introduce you to some rules for conducting effective negotiations and some rules for persuading negotiating partners.
Several rules for conducting effective negotiations
These few rules of negotiation will allow you to avoid the most common mistakes (we will talk about mistakes in more detail in the sixth lesson) and conduct negotiations in the most optimal and comfortable way for each of the parties.
To ensure your negotiations are always effective, follow these guidelines:
- Avoid statements that may diminish the personality of other participants. Try to adhere to the rules of etiquette, be polite, and communicate civilly. In cases where passions are running so high that you are close to losing control (especially tough negotiations), it is worth taking a break.
- Try to “read” your opponent’s thoughts in advance in order to be able to make statements that correspond to his train of thought. However, it is very important here not to hurt your opponent’s feelings.
- Never ignore or neglect the opinion of your interlocutor - take into account what he says
- It often happens that one negotiator, without explaining his goals, attacks the other with questions, trying to find out something. This line of behavior is not effective, because the responding participant feels pressured. For negotiations to go smoothly, you should define each other’s goals and objectives at the very beginning.
- If you were unable to determine the main thing in the negotiations the first time, and as a result you began to move away from the main topic, your opponent has the right to correct you or supplement your speech; you should take this as calmly as possible and try not to make such mistakes in the future
- Avoid paraphrasing what your opponent said, otherwise this may lead to a new prioritization, repetition of what the opponent does not consider important, or generalization; this can ultimately lead to misunderstandings and heightened passions
- Develop the idea - if your opponent for some reason did not indicate what he means directly, draw a consequence from his words yourself. When developing your thought, use the framework that your opponent has set, otherwise he may think that you are ignoring him. If you don’t understand anything your opponent said, be sure to clarify it.
- If at some stage of the negotiations you feel that you are starting to succumb to emotions, it will be quite normal if you voice it, but voice it not emotionally, but calmly and easily. Remember again: inability to negotiate will not lead to anything good.
- If at some stage you feel that your opponent is beginning to succumb to emotions, it will be quite acceptable if you voice how you perceive his state at the moment
- As you conduct negotiations and discuss individual topics, summarize the interim results - this will promote mutual understanding, and will also serve as a beacon that will give a signal whenever and if the negotiations deviate away from the main topic
These are just some of the rules for effective negotiations. You are sure to meet others as you take this course.
Several rules for persuading your interlocutor
Several rules of persuasion, which we will now tell you about, can serve you well in any situation when you need to convince your partner that you are right or the weight of your arguments.
To be as persuasive as possible in the negotiation process, consider the following recommendations:
- Pay special attention to the order in which you present your arguments - their order directly affects your persuasiveness. The most optimal order of argumentation is the following: strong arguments - arguments of medium strength - the strongest arguments (which is what is commonly called a “trump card”)
- To get the right answer to a question that is important to you, make sure that this question comes in third place - initially ask two simple questions that will be not only easy but also pleasant for your opponent to answer, and then ask the main question
- Even if you feel superior to your opponent, you should not drive him into a corner - your opponent should be able to remain with his head held high.
- Remember that the status and image of the speaker are always reflected in his persuasiveness (this rule is also very effective when preparing for negotiations)
- No matter what the situation is, don't let yourself be painted into a corner - you should always try to maintain your own status (it's best to improve it, of course)
- No matter what your partner’s status is (higher or lower than yours), never try to lower it (this can negatively affect both your opponent’s reputation and your own)
- The attitude towards the opponent’s arguments should not be condescending (as happens when negotiating with a pleasant partner) or with prejudice (as happens when negotiating with an unpleasant partner) - it should always be adequate, just like the reaction to arguments
- It is best to start negotiations for the purpose of persuasion with those on which you and your opponent agree, and only then move on to topics on which there are differences of opinion
- Try to show empathy - enter a state in which you will empathize with your opponent (read more about empathy)
- Refrain from any words and actions (including inaction) that could lead to a conflict situation.
- Track your own (to prevent your opponent from “reading” you - to find out your internal state, mood, etc.), as well as your opponent’s postures, gestures and facial expressions (to be able to “read” him)
- Argue your position and point of view so that your opponent feels that there is something in your arguments that corresponds to his own interests
Naturally, these rules that help convince people are not the only ones of their kind. In fact, this topic is very extensive, and a lot of various materials are devoted to various methods of persuasion, for which reason, in addition to the presented course, we recommend that you read our articles on the topic and, as well as the book by Robert Dilts “”.
In our next lesson we will talk about negotiation strategies, as well as the ethics of the negotiation process, global negotiation conditions and some other equally important things related to negotiations.
Test your knowledge
If you want to test your knowledge on the topic of this lesson, you can take a short test consisting of several questions. For each question, only 1 option can be correct. After you select one of the options, the system automatically moves on to the next question. The points you receive are affected by the correctness of your answers and the time spent on completion. Please note that the questions are different each time and the options are mixed.
Preparing for negotiations is similar to any activity in which a particular person may be involved on a regular basis. Experience is the best teacher, yet most people fail to use it to their advantage. Whenever negotiations take place, there is an opportunity to evaluate how well prepared they were and to understand how that preparation can be improved. Ignoring this opportunity is equivalent to turning down one of the best - and cheapest - learning opportunities available.
Preparation of negotiations consists of separate issues:
- - analysis of the problem (definition of the subject of negotiations, information about the partner, availability of alternatives, your interests and the interests of the partner);
- - planning of negotiations (development of a negotiation concept, determination of the goals of negotiations, economic calculations, main positions, possible options, preparation of the necessary technical and reference documentation);
- - planning of organizational issues;
- - first contacts with a partner.
There are seven elements to preparing for negotiations.
Interests.
All negotiators have their own interests. It is the needs, desires and fears that guide the negotiation. Interests differ from positions - statements, demands and proposals that the parties make during negotiations. A certain position is just one way of satisfying interests. A position is a means, not an end. To be successful in negotiations, it is not enough to argue over a certain position. The outcome achieved as a result of negotiations should satisfy the needs of both parties, at least better than if there was no agreement at all. However, in order to protect your interests, you should avoid some of the most common mistakes when preparing for negotiations.
· focusing on positions instead of interests.
Many people prepare for negotiations by focusing on positions instead of interests. They define for themselves an initial requirement - what they should ask for, and sometimes a personal "last line of defense" - the minimum that seems acceptable to them. However, there are disadvantages to this approach.
Firstly, it slows down the creative process. If, for example, the buyer and seller talk about their positions regarding the cost of transporting goods, it is less likely that they will have time to discuss a number of other issues.
Secondly, preparing only positions can harm the relationship. Thinking through only minimum and maximum proposals increases the likelihood that the negotiation will become a brutal competition of willpower, with each side feeling the need to "keep their guns dry" by insisting that their position is correct. This type of struggle for dominance is detrimental to relationships.
· think only about what you want.
A possible agreement that would serve the interests of only one party is useless if it does not also serve the interests of the other party to such an extent that she is willing to agree to it. In addition, if one of the parties begins to talk exclusively about their own interests, this may be considered by the other party as a signal that they do not want to work side by side with them. This will make it difficult to find more constructive options.
A well-prepared negotiator will look for interests behind positions. For every position he takes during negotiations, he must ask himself questions: why? or for what purpose? Why do I need goods delivered by a specific date? etc. Questions like these force you to think about the needs that matter most. They reveal the interests behind the demands.
Also, the negotiator must prioritize his own interests. This will help you evaluate and compare the options offered with greater speed and efficiency. It may also help to achieve an optimal outcome - the opportunity to rework the proposed agreement in accordance with the most important personal interests. It is also very useful to have an idea of the interests of the partners before going into negotiations.
2. Options
Thanks to differences - perspectives, resources or interests - there is an opportunity to add value to the outcome of the negotiations. Negotiations are not about throwing pieces of paper at each other, not about arguing over differences of opinion, and not about imposing your desires on others. They are about recognizing how these differences can help each of the parties involved in the negotiations end up in a better position than if no agreement had been reached.
The best negotiations are those in which a number of possible options (options) will be considered. The more options are considered, the greater the likelihood that one of them will actually be able to reconcile the differing interests of the parties involved in the negotiations. In order to reach agreement on such an option, it is necessary to approach it well prepared.
The most common mistakes:
· too narrow, one-sided focusing.
Often negotiators limit their preparation to trying to imagine what they want.
· failure to take into account the positive value of differences in opinions.
Many negotiators tend to approach negotiations as an exercise in “resolving differences of opinion” or “reaching consensus.” A well-prepared negotiator is aware of differences of opinion and uses them to increase the value of the outcome for both parties to the negotiation process.
A well-prepared negotiator, keeping in mind the real purpose of negotiations - the satisfaction of the interests of the parties involved - pays attention to the methods and resources that each of the parties has at its disposal, and also looks for ways to combine them or ways to cooperate in their use to increase the value of the result obtained by each of them. In particular, you might consider the following ways to add value to the outcome of a negotiation:
With similar skills and resources, parties can work together to realize economies of scale.
With similar resources, parties can work together to create something that neither of them could create alone.
Regardless of whether your resources are different or not, you can consider options that promise mutual benefits as opposed to separate or self-interested benefits.
3. Alternatives
Alternatives are other ways of doing something. In negotiations, these are other ways to satisfy interests. In any negotiation, if you don't focus on one thought, you can come to several possible alternatives. Preparing your alternative before starting negotiations is absolutely necessary in order to decide when to leave the negotiations, or decide to stay and continue conducting them.
The most common mistakes:
· do not think about the alternative.
Some negotiators enter negotiations without knowing what they will do if they cannot reach an agreement. As a result, they usually cannot determine with certainty when they should continue negotiations and when it is time to head for the exit.
· believe that the alternative is something “already familiar”
It is also a mistake to assume that the alternative is known, while possible options for satisfying requests have not been thought out more carefully in advance.
A well-prepared negotiator takes a moment to look at the alternatives from the outside and think about how to make his alternative easier, closer to reality, or more satisfying - this can improve the outcome of many negotiations. Having a strong alternative and knowing about it increases the confidence of the participant during negotiations.
4. Legitimacy
In practice, one often has to face the harsh reality of conflicting interests. Some negotiators try to resolve this situation through strong-willed pressure. However, negotiators are effective at convincing their partners through negotiation. Arguments about what should and should not be done create a competitive environment in which each side believes that stubbornness will be rewarded. Preparing to convince someone of something requires thinking through, one might even say, researching those things that will make it possible to show the partner that he needs to agree, since the agreement makes sense.
The most common mistakes:
· complete disregard for legitimacy.
If negotiators are not prepared to discuss a logical outline of possible agreements, they will come to the negotiations unable to say anything other than, “Let’s go with this because that’s what I want.” able to explain why they believe that what they want is meaningful or acceptable).
· insufficient attention to how the negotiating partner will explain the agreement.
If you believe that it is the partners' problem to come up with an acceptable explanation, there is a risk that they will not be able to do this. As a result, partners may not accept the agreement, or, having accepted, will not fully comply with it, as if the terms of the transaction were clear to them and they could explain their decision.
A well-prepared negotiator will be prepared to help the other party explain the outcome of the negotiation. No matter who the negotiating partners report to, if they cannot convincingly explain why they agreed to a deal, they will find it difficult, if not impossible, to accept it or, once accepted, to abide by its terms accurately and willingly.
5. Communication
The negotiation process is very important. During negotiations, it is necessary to strive to establish good communication. Good communication helps eliminate misunderstandings and also results in more effective negotiations. Preparation can help you achieve these goals.
The most common mistakes:
· concentration on rehearsing certain expressions.
If negotiators spend most of their energy thinking about what they will say to the other party, there is a high chance that they will say the wrong thing. If you prepare by thinking about what to say, there is a high chance that you may be unprepared for what the other party might say or how they might interpret what was said.
· Ignoring white spots.
At any given time, a negotiator can perceive only one part of the entire puzzle of intentions, perceptions and interactions of the people around him.
A well-prepared negotiator will prepare for two-way communication. Regardless of intention or preferred tactic, the need to listen to the other side. When preparing to negotiate, it is very important to think through what the other party will say and how they will react to different messages. In order to negotiate effectively, you need to be prepared to express your opinion in a way that your partners can hear.
6. Relationships
An extremely important element in any negotiation, and one that usually causes the most concern, is the quality of the working relationship that is established on the other side. Good working relationships allow us to effectively deal with difficulties that arise. The bad ones, in turn, can lead to the failure of a deal even when, at least on paper, it would be better for both parties if they reached an agreement.
The most common mistakes:
mixing relationships and the essence of the matter
There is often a tendency to confuse relationship issues. Failure to draw the line between the two when preparing to negotiate increases the likelihood of attempts to save the relationship by making significant concessions. On the contrary, it can show the other party how to extract concessions: they only need to act as if they were offended or disrespected.
A well-prepared negotiator is ready to take unconditionally constructive steps to improve relations. Any steps that are taken must be “unconditionally constructive”: doing what is good for one party and helps improve the relationship, regardless of whether the other party cooperates or not.
7. Obligations
By concluding negotiations, unless it is decided to interrupt them, the parties undertake obligations. They represent agreements about what each party will do. For negotiations to be considered successful, these commitments must be clear, well thought out and long-lasting.
The most common mistakes:
· not knowing what “accomplishment” will look like.
Many negotiations begin with the participants naming one or two issues they would like to agree on, such as prices and delivery dates. During negotiations, they discover (if they are lucky) that there are a number of other issues that, if ignored, could derail their agreement: these could be shipping form, insurance, quality assurance, etc. unless they can discuss how they will approach such issues, and perhaps how they should deal with certain contingencies. If they leave all this out of their sight during negotiations, each side will act at its own discretion. The consequences of this may be destroyed relationships, as well as the short duration of such a deal.
A well-prepared negotiator plans ahead to commit to specific actions. When conducting complex business negotiations, you should take a checklist of questions and think about what you will have to do in practice to implement what is envisaged in the agreement.
Business negotiations are a type of joint activity with partners aimed at solving a problem and involving the conclusion of agreements, transactions, contracts. Negotiations always presuppose at least two participants whose interests partially coincide and partially diverge. However, it is necessary to take into account not only the interests of the partners, but also their vision of the problem to be discussed, their attitude towards negotiations, their level of culture and much more.
For successful negotiations, careful preparation is necessary first of all, without which you cannot count on success from the meeting. business negotiations etiquette presentation
So, here are the main criteria that are needed to prepare negotiations:
Goal - you must clearly understand and realize what goal you are pursuing and what you want the planned meeting to bring you. Also remember that the goal must be clearly formulated and meet SMART criteria.
Collection of information - Can be considered the most critical stage, because we analyze any situation based on the information we have, accordingly, the more information we have, the more detailed we can study the current state of affairs and much more accurately make a forecast about the effectiveness of a particular tactic or strategy.
Strategy - to achieve our goal, we must have a strategy for conducting negotiations. A strategy is a description in general terms of expected results and plans for how to achieve them. Also, the strategy should be multi-level, i.e. we should always have backup options in case the main one doesn’t work.
Tactics are the ways in which we implement strategy. Here we can include product presentation, dialogue options and commercial offer options, from which we will then have to choose the most interesting offer for a partner or client.
Competence - before negotiating, you must become familiar with all aspects and areas that your presentation covers, because If you can't answer a few questions on the topic straight away, even the perfect behavior pattern and first-class presentation will not save the negotiation from failure.
Business etiquette as part of the image
Business etiquette is the norms established for participants in business processes; This is not only your speech, but also actions, gestures, facial expressions, the ability to manage your time and much more.
To help you, we will give a few important rules:
Be punctual in everything. In business, it is customary to postpone meetings, warning the opposite party about the postponement in advance, but under no circumstances should you be late for negotiations.
Don't say anything unnecessary during negotiations. This applies not only to profanity and tongue-tied expressions, but also to empty promises you may make.
Dress neatly. The work uniform of a business person is a business suit. An impeccable hairstyle, clean shoes and more are complementary to the suit. In a business person, everything should be, if not perfect, then neat.
Seating
There are several ways to seat negotiators, depending on the number of people and stakeholders involved.
T-shaped seating is relevant when holding meetings, where it is necessary to emphasize the role of the ruling subject, who enjoys authority among all others. Note that if you come to a business meeting with a client, in whose office the tables will be arranged in this way, this will be a sign that this person considers himself a very powerful person.
V-shaped, “semicircle” and other seating methods are applicable in cases where there are quite a lot of negotiating participants. As a rule, here you have to start not from how best to seat the participants, but from the possibility of doing this. In any case, the speaker must have a clear view of all participants, and the listeners must have a clear view of him.
Preparation of presentation material
Presentation material - booklet, brochure, folder with a selection of statistical data, etc. must be neatly designed. The text should not contain any errors (a potential partner will definitely notice them). All information provided in the presentation must be readable. Avoid small fonts. If you plan to give a presentation on a computer, make sure there are no technical problems and save the presentation in different formats.
When creating materials for a presentation, keep in mind that it will not be intended for reading, but to accompany your speech. Presentation material should not contain unnecessary information; diagrams, graphs, tables are welcome - in general, everything that will make it easier to understand the essence of what you are presenting. It will not be superfluous to draw up theses, a comparative analysis of your services in comparison with competitors, as well as a forecast of the profit or effect that the client will receive when collaborating with you.
The purpose of a presentation is to convince your opponent. To achieve this, you should be logical in your arguments, think carefully about the sequence of arguments, facts and conclusions.
If your goal is to conduct successful negotiations, you simply must think through the details. Concluding a profitable contract begins with your image. But they won’t greet you for long based on your clothes, because you will have to get to know your interlocutor, interest him and begin an effective presentation.
Negotiations play an important role in political, entrepreneurial, commercial and other areas of activity. The study of ethics and psychology of negotiation processes is carried out not only by individual researchers, but also by special centers. Negotiations are carried out verbally. This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions. The most important thing is the ability to listen to your interlocutor, constantly show attention to him and reward him with rewards, i.e. celebrate positive qualities, help self-affirmation of the negotiating partner.
So what is negotiation? Negotiations are a means, a relationship between people, designed to reach an agreement when both parties have coinciding or opposing interests. Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.).
The success of negotiations depends entirely on how well you prepare for them. Before starting negotiations, it is necessary to have a developed model:
Clearly imagine the subject of negotiations and the problem being discussed. The initiative in negotiations will be with the one who knows and understands the problem better;
Be sure to draw up a rough program and scenario for the course of negotiations. Depending on the difficulty of the negotiations, there may be several projects;
Outline the moments of your intransigence, as well as problems where you can give in if a deadlock in negotiations unexpectedly arises.
The implementation of this model is possible if the following issues are studied during the preparation of negotiations:
1) the purpose of the negotiations;
2) negotiation partner;
3) subject of negotiations;
4) the situation and conditions of negotiations;
5) those present at the negotiations;
6) organization of negotiations.
problem analysis and situation diagnosis;
formation of a common approach, main goals and objectives;
determining the negotiating position, possible options for solving the problem and reconciling interests;
formation of proposals and their argumentation.
Analysis of the problem and diagnosis of the situation should be considered a key element of the entire preparatory stage. In the process of preparing for negotiations, it is necessary to identify the interests of the negotiators, not only their own, but also those of the negotiating partner. Misunderstanding of a partner's interests often leads to disruption of the negotiation process.
Organizational preparation for negotiations includes:
formation of a delegation;
methods of preparing for negotiations.
The quantitative and qualitative composition of the delegation is determined by the number of issues to be discussed, the need to attract experts, parallel discussion of certain issues, and the level of representation. When forming a delegation, the main functions of each negotiator are determined.
In the process of preparing negotiations, meetings are held. This preparation method can be considered generally accepted. Meetings vary in the number of participants, the frequency of their holding, and the number of problems discussed. The meetings are aimed at determining the tasks and goals of the upcoming negotiations.
In the process of preparing for negotiations, business or simulation games are also held to reproduce situations at upcoming negotiations. At the same time, business games help develop negotiation skills.
It is important to accurately determine the positions of the negotiators and possible options for mutually acceptable solutions.
It is necessary to pay due attention to the rules for organizing and conducting negotiations. The basic principle is equality and mutual respect. Usually the time and place of the conversation are agreed upon in advance, 3 to 5 days in advance. The venue is usually the office premises of one of the participants, but neutral territory is not excluded. The one who conducts the conversation in his office gains the advantage of “his territory,” which partly violates the principle of equality. The duration of the conversation is also determined in advance and the rules must be observed by each party. During long conversations, it is recommended to take a break after 40-50 minutes so that work productivity does not decrease due to fatigue.
The composition of the negotiation participants is also agreed upon in advance and reflects the balance of interests of the parties. The thematic framework of the conversation and its main goals are also discussed. The behavior of meeting participants is regulated by the rules of etiquette in accordance with their status. If the participants in the conversation did not know each other before, then their mutual introduction is accompanied by the exchange of business cards.
Conducting a conversation presupposes the confidentiality of the content, therefore recording the course of the conversation or individual provisions discussed is possible only with mutual agreement, i.e. this issue requires special discussion. Rules for organizing and conducting business conversations, which are aimed at facilitating their successful conduct, so that satisfaction and a good impression from the interaction remain with each of the parties.
Here are some tips that will help you succeed in negotiations:
Don't distort the facts. Honesty and directness are always rewarded as they deserve.
Don't make unfounded assumptions. Don't assume that you know your partner's moods and feelings well. Always test yourself with questions.
Be patient. Delays in negotiations are always frustrating, but they are still better than a rash decision. Decisions made hastily will not benefit either you or your partners.
Don't believe everything you hear. Check the correctness of any information received.
I can offer other tips:
Always ask for more. The initial shock tactics are quite reasonable.
Never agree first or be the first to counteroffer.
Don't show that you are ready to make concessions. As soon as you say the phrase, “This is negotiable,” consider writing your partner a bank check.
If you must make a concession, do it reluctantly and slowly.
Try to avoid careless and harsh statements. This may cause your partner to become intransigent.
Keep your sense of humor. If you do something for too long and too intensely, it becomes annoying, and as a result, your partner will feel that the negotiation has become a negative experience for him. You must relieve the atmosphere from time to time so that it does not depress you.
If the progress of the negotiations was positive, then at their final stage it is necessary to summarize, briefly repeat the main points that were touched upon during the negotiations, and, most importantly, the characteristics of those positive points on which the parties agreed. This will make it possible to achieve confidence that all participants in the negotiations clearly understand the essence of the main provisions of the future agreement, and everyone is convinced that certain progress has been achieved during the negotiations. It is also advisable, based on the positive results of the negotiations, to discuss the prospect of new meetings.
If the outcome of negotiations is negative, it is necessary to maintain subjective contact with the negotiating partner. In this case, attention is not focused. on the subject of negotiations, but on personal aspects, allowing co-determination of the validity of proposals related to the continuation of negotiations, and on personal aspects, allowing to maintain business contacts in the future, i.e. It is necessary to abandon summing up the results of those sections where no positive results were achieved. It is advisable to find a topic that will be of interest to both parties, will defuse the situation and help create a friendly, relaxed atmosphere of farewell.
So, after the negotiations, it’s time to take stock. Negotiations can be considered completed if their results are carefully and responsibly analyzed, when the necessary measures are taken for their implementation, and certain conclusions are drawn for preparing the next negotiations. Analysis of the results of negotiations has the following goals:
Comparing the goals of negotiations with their results;
Determination of measures and actions arising from the results of negotiations;
Business, personal and organizational conclusions for future negotiations or continuation of existing ones.
It should take place in the following three directions:
1) Analysis immediately after the completion of the negotiations - an analysis that helps to evaluate the progress and results of the negotiations, exchange impressions and identify priority activities related to the results of the negotiations;
2) Analysis at the highest level of the organization's management;
3) Individual analysis of business negotiations is the clarification of the responsible attitude of each participant to their tasks and the organization as a whole. This is critical self-reflection in the sense of monitoring and learning from negotiations.
Rice. 1. The process of business negotiations
Stage of preparation of business negotiations. The preparatory period begins long before the actual start of negotiations and consists of the following activities:
1.Selection of means of negotiation:
§ a set of different approaches or negotiation procedures and the means necessary for their implementation are identified;
§ an approach is selected for both parties.
2. Establishing contact between the parties:
§ contact is established by telephone, fax, email;
§ the parties express a desire to enter into negotiations and coordinate approaches to the problem;
§ organizational issues are resolved (agenda, place and time
meetings);
§ the parties agree on the binding nature of the negotiation procedure;
§ the list of participants in the negotiations is formed;
§ preparation of necessary materials and documents is carried out
texts of speeches, draft proposals, proposed final documents).
The parties agree in advance on the time and place of negotiations. It is not the initiators of negotiations who have a psychological advantage, but those who are approached with a proposal for them, so the time of the meeting is determined by the latter. There is a rule in the business world: the higher the position of the invited person, the earlier an invitation is sent to him. There is not only an ethical, but also a pragmatic moment here. The earlier an invitation is received, the greater the likelihood that the time specified in it will be convenient for the invited person, and, having received his consent in principle, we can assume that only extraordinary circumstances will force a self-respecting person to abandon this promise.
The venue for negotiations is the office premises of one of the negotiating parties, but the possibility of a meeting on neutral territory is not excluded. The one who conducts the conversation in his office gains the advantage of “his territory,” which partly violates the principle of equality. If the “host” hosts partners, he must be aware of all the responsibility: he should be attentive and emphatically attentive to the invited participants of the meeting. One of the most famous experts in the field of organization and psychology of business negotiations, D. Ninenberg, interprets the advantages of holding negotiations on his territory this way (Fig. 2).
Rice. 2. Advantages of negotiations
depending on the territory
The composition of the negotiation participants is agreed upon in advance and reflects the balance of interests of the parties. The number is regulated by the principle of parity (equality) in the number of members of delegations, it is agreed upon in advance. It should be borne in mind that a larger delegation has a psychological advantage. The composition of the participants largely depends on what issues are expected to be discussed during the negotiations, and therefore the inclusion of each member in the delegation should be determined by what exactly this person can add significantly to the future dialogue of the parties. Otherwise, an unreasonably large number of participants may cause organizational difficulties in the negotiation process. Negotiations go faster the smaller the number of participants. Depending on the type of negotiations, the required level of efficiency and many other factors, the parties may agree to allocate only one negotiator each, without forming a working group. Thus, negotiations can be organized in two forms: with one participant from each side and with the participation of working groups. Both forms have positive qualities (Fig. 3).
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Rice. 3. Advantages of different forms of negotiations
When deciding on the head of the delegation, it is important to take into account not only the level of negotiations, the availability of authority to make certain decisions, but also the possible personal likes and dislikes of opponents.
3. Collection and analysis of information necessary for negotiations:
§ relevant information is identified, collected and analyzed
ideas about people and the substance of the matter related to the subject of negotiations;
§ the accuracy of the data is checked;
§ the likelihood of the negative impact of unreliable
or unavailable data;
§ the main interests of all participants in the negotiations are identified
4. Development of a plan for the negotiating parties:
§ strategy and tactics are determined that can lead the parties to
agreement;
§ tactics are identified that correspond to the situation and specifics
controversial issues to be discussed.
5. Formation of an atmosphere of mutual trust:
§ psychological preparation is being carried out for participation in negotiations on
main controversial issues;
§ an atmosphere of trust and effective communication is created.
The beginning of seriously and competently organized negotiations is a meeting of delegations. Of course, a lot depends on the traditions that have developed in a particular business sector, in a particular environment. In the event that the negotiators have a high official status and the negotiations are of a highly formal nature, then the participants arriving at the meeting should be met and escorted to the meeting location by an employee of a lower status. As a rule, such a greeter is a girl - one of the technical organizers of the negotiation process, or a secretary.
According to international etiquette, after arrival and accommodation, it is necessary to give guests who have arrived from afar the opportunity to rest from the road, get themselves in order, etc. It is imperative to plan a vacation after their placement. However, the invited party may express a desire to refuse rest and offer to immediately begin work. This desire must be satisfied by the hosts of the negotiations. Once guests arrive, members of the host delegation must deal only with them. No internal affairs should distract from this.
Key persons, people whose opinion on a particular range of issues is decisive (often they are aces in their field), do not occupy high positions and, due to their status, are not included in the delegations. But it is they who form the opinion that the members of the delegation defend. It is extremely important for the initiators of negotiations to find “key people”, get acquainted with their opinions and try to convince them of the attractiveness of their proposals.
For business negotiations, choose a comfortable room, in which there is nothing superfluous. Mandatory requirement: it should not include persons not participating in the negotiations. Mobile phones are turned off.
When two delegations are involved in negotiations, they are usually seated on both sides of a long or oval table. At the same time, in most cases, chairs with higher backs are prepared for heads of delegations compared to the chairs of other group members. Secretaries are located at the end of the table. If several delegations take part in negotiations, they are usually seated at a round or square table. In this case, the rotation (sequence of arrangement) of delegations must obey some neutral principle, for example, alphabetical order.
At the stage of forming the structure of negotiations, the head of the delegation must clearly assign the responsibilities of each member of the working group, as well as give special instructions to secretaries and experts. In the case of intra-organizational negotiations, experts and secretaries can be involved only as necessary.
There should be no unnecessary items on tables intended for negotiations. The organizing party must take care of providing the necessary supplies (paper for notes, pens for each participant, supporting information materials in a sufficient number of copies, microphones, etc.). An important point in preparing negotiations is agreeing on the need to record their progress on audio and video media or shorthand.
You can put mineral water on the table where the negotiations are taking place, but it’s better to put it on a separate table nearby. Wine glasses (glasses) should be upside down (bottoms up) as a sign that no one has used them. According to international standards, smoking is not allowed in public places, but in our business culture there are no specific rules on this matter. The host of the negotiations determines whether to place ashtrays on the table or not (the presence of an ashtray is permission to smoke). But even if there is an ashtray, this does not mean automatic permission to smoke indoors. If there are women on delegations, their permission must be asked. You can smoke if everyone present gives their consent without hesitation. If not, be proactive: when you greet guests, explain to them where the smoking room is.
The negotiation procedure must meet the following requirements:
§ in international practice it is accepted that the optimal duration
the duration of one round of negotiations was no more than two hours (it should be taken into account that the first decline in human activity during intensive negotiations occurs approximately 35–40 minutes after the start of the round);
§ it is more convenient to plan the start of the morning round from 9 to 10 o’clock;
§ the beginning of the evening - depending on the protocol of informal
events and time for lunch, but so that it ends no later than 17.30.
At the stage of preparation for business negotiations, interaction between opponents consists primarily of the exchange of information regarding the most important controversial issues, interests of the parties, points of view and positions of each other on the existing problem. The main purpose of the first stage is to identify the opinions of the negotiation participants as completely and deeply as possible. The more detailed the exchange of views is, the more actively delegations participate in it, the more effectively it will be possible to prepare for the next stage. Before starting business negotiations, experts advise answering a number of questions that will allow the manager to determine their readiness, and subsequently analyze the past negotiations, regardless of whether they were successful or not.
| Before the negotiations How will these negotiations differ from previous negotiations? Will all your questions be answered? What questions might they ask you? What information is expected from you? Which of you is stronger in these negotiations? What is the best way to prepare the meeting room and accommodate the participants? What will we do if negotiations fail? What will we lose if we fail? How best to present your proposals and how to link them with the interests of your partners? What is the “benefit” of our offerings to our partners? How best to resist possible pressure from them? What do we have in common with our partner, and what is the objective measure of our agreement? On what objective grounds can an agreement be reached? What tactics (hard, soft, principled) should be chosen in the upcoming negotiations? What additional responsibilities will the partners have to assume if an agreement is reached? | After the negotiations What actions contributed to the success (failure) of the negotiations? What principles of negotiations are possible and should be used in the future? How well was the preparation for the negotiations carried out? What was not taken into account when preparing for the negotiations, why? Was the planned negotiating program followed? If not, why not? Was the composition of the participants in the negotiations optimal on your part? Did the participants do everything to achieve the goal, and how did this manifest itself? What contributed to the creation of a constructive atmosphere and what hindered it? What was the nature of the relationship with your partners? Which arguments were convincing to opponents, and which ones did they reject and why? What surprises and difficulties arose during the negotiations, how were these difficulties overcome? What are the prospects for further relationships? What new fundamental conclusions regarding the problem can be drawn based on the results of these negotiations? |
Stage of the negotiation process includes the following steps:
1. Beginning of the negotiation process:
§ introducing the negotiators to each other;
§ the parties exchange opinions, demonstrate a desire
openly present considerations, share the thoughts of partners, the desire to come to a mutually beneficial agreement;
§ a general line of behavior is being built;
§ mutual expectations from negotiations are clarified;
§ the positions of the parties are formed.
In the business world, the following practice of mutual introductions has developed: the leader of the host delegation is the first to introduce himself and introduces (according to his status) the members of his team. This order aims to emphasize respect for guests: according to general rules, those whose status is lower are introduced first. The head of the visiting delegation does the same. The etiquette of mutual introductions plays a big role: thus, by introducing themselves first, members of the delegation of the organizing party express respect to the guests, and, in addition, already at this stage, mutual assessment of the members of the delegations begins - specialists note the partners they are most interested in.
At the first meeting, it is necessary to agree on procedural issues that were identified in preparation for the negotiations. Issues requiring mutual approval of the parties include:
§ agenda;
§ time frames of both individual meetings and, presumably,
but, the entire negotiation process;
§ order of opponents’ speeches;
§ decision-making procedure.
Accordingly, the following stages of negotiations can be distinguished: identification of controversial issues and formulation of the agenda, disclosure of the deep interests of the parties, development of proposals for agreement.
2. Identification of controversial issues and formulation of the agenda:
§ the area of negotiations related to the interests is determined
the parties themselves;
§ controversial issues that are subject to discussion are identified and formulated
judgment;
§ the parties strive to develop an agreement on controversial issues
§ discussion begins with such controversial issues, disagreements on
which are less serious, and the likelihood of agreement is quite high;
§ techniques of active listening to controversial issues are used with
obtaining additional information.
3. Disclosure of the deep interests of the parties:
§ controversial issues are studied one at a time, and then
complex, to identify the interests, needs and fundamental relations of the negotiations of the negotiators;
§ negotiators try to accept other people’s interests as
own.
4. Development of proposals for agreement:
§ negotiators strive to choose an acceptable option
from existing ones or formulate a new option;
§ a review of the needs of all parties is made, which relates
bring together all controversial issues;
§ criteria are developed or current standards are proposed
we, which can be used to guide the discussion of the agreement;
§ the principles of the agreement are formulated;
§ controversial issues are consistently resolved; the most difficult
of them are divided into small ones, to which it is easier to give an answer acceptable to the parties;
§ solution options are selected from proposals as presented
discussed by the parties individually and developed in the process of general discussion.
Discussion is the most important and, as a rule, the most difficult stage of business negotiations. Negotiations at this stage should cover as many conflicting issues and controversial issues as possible. The main thing is to achieve mutual understanding and develop a common approach to solving the problem. The duration of the stage depends largely on the nature of the discussion preceding it and its results.
Consensus stage includes the following stages: identification of options for agreement, final discussion of solution options, achievement of formal agreement.
1. Identifying options for agreement:
§ the interests of both parties are considered in detail;
§ a connection is established between interests and available options
there are solutions to the problem;
§ The effectiveness of the selected solution options is assessed.
2. Final discussion of solution options:
§ select one of the available options;
§ through mutual concessions the parties move
towards each other;
§ a more advanced option is created based on the selected one;
§ the final decision is formulated;
§ the parties are working on the procedure for reaching a basic agreement
3. Reaching formal agreement:
§ agreement is reached, which can be presented in the form
legal document (agreement, contract);
§ the conditions for fulfilling the agreement (contract) are discussed;
§ possible ways to overcome possible obstacles are developed
impediments to the fulfillment of the agreement (contract);
§ a procedure for monitoring its implementation is provided;
§ the agreement is given a formalized character, and
There are mechanisms of coercion and obligations: guarantees of fulfillment, fairness and impartiality of control.
The last stage of business negotiations ends a long and difficult search for a solution to the problem: the parties begin to develop final agreements. Reaching an agreement is possible on the basis of three types of solutions: middle, asymmetric and fundamentally new.
Middle (compromise) solution. In this case, the parties make mutual concessions. At the same time, concessions should be approximately equal, and demands should be legal and logical. A typical solution in negotiations.
Asymmetrical solution. It differs in that the concessions of one of the parties significantly exceed the concessions of the other. An agreement based on such a decision is most often adopted in the following situations:
§ when there is a significant difference in the ratio of op- forces
sponsors;
§ one of the parties is ready to significantly sacrifice its
our interests for the sake of future expected benefits;
§ a problem requiring solution for one of the participants is less than
important in comparison with the prospects for further relationships;
§ negotiations are conducted against the backdrop of conflicting relations;
§ when one of the negotiators considers further con-
fronting is risky and threatening with large losses.
A fundamentally new solution. Represents the use of a non-standard approach to making a joint decision. This approach is especially important when negotiations reach a dead end. This decision is based on the ability to create an environment conducive to the development of a joint decision at the right time. When characterizing a fundamentally new solution, it should be noted that in practice it often includes, to one degree or another, elements of a compromise.
Work on the agreement can be carried out in two ways:
1) first, an agreement is concluded in general terms, and then details are agreed upon on each controversial issue;
2) negotiators resort to consistent agreement on each controversial issue, which creates a series of detailed agreements.
The combination of these private decisions constitutes the final agreement.
If successful, negotiations end with the decision being consolidated in the final documents or limited to verbal agreements, depending on the degree of formality of the situation. Consolidating agreements in writing reduces the possibility of their arbitrary interpretation in the future.
It should be borne in mind that negotiations are not always conducted in strict accordance with the outlined scheme. As the negotiations progress towards the outcome, their participants may return to clarify issues discussed earlier. But the general sequence of stages of negotiations must be maintained. Its violation can lead to a delay in the negotiation process or its breakdown.
To assess the success of negotiations, you can use a number of the following criteria:
The degree of solution to the problem. The agreement reached during the negotiation process is evidence of one or another solution to the problem.
Subjective assessments of negotiations and their results. Negotiations are successful if both parties are satisfied with their results and regard the agreement reached as a fair solution to the problem. However, it is possible that these estimates will change later.
Compliance with the terms of the agreement. It must be remembered that even the most brilliant result of negotiations will noticeably fade if problems arise with the fulfillment of the obligations undertaken by the parties.
The best way to ensure the long-term impact of negotiations is inclusion in the agreement of a plan for its implementation. It is important that it clearly states what needs to be done, by when, by what forces.
To summarize, it should be noted that negotiators should begin to fulfill their obligations as soon as possible, since delay in implementation may cause doubts and distrust of the parties to each other.
