Ask questions about interests and priorities, things that you are willing to share information about in return.
Give a little information about your own interests and priorities.
Be sure to reciprocate information with information
Be honest when rejecting to give information.
Build trust by meeting expectation.
Advice for indirect information
Multi-issue proposals are more efficient in getting information
Do not make proposals that are unacceptable to you
Anchor proposal so that you receive an adequate distributive outcome.
Post proposals visually on a flipchart.
Make 2 or 3 at most proposal at a time
Analyse the proposal quickly (spreadsheet)
Allow time for running the numbers
Mutual Adjustment and Concession Making
When one party agrees to make a change in his/her position, a concession has been made
Concessions restrict the range of options
When a concession is made, the bargaining range is further constrained
Strategic Options
Per Dual Concerns Model, choice of strategy is reflected in the answers to two questions:
How much concern do I have in achieving my desired outcomes at stake in the negotiation?
How much concern do I have for the current and future quality of the relationship with the other party?
Mutual Adjustment
Continues throughout the negotiation as both parties act to influence the other
One of the key causes of the changes that occur during a negotiation
The effective negotiator needs to understand how people will adjust and readjust and how the negotiations might twist and turn, based on one’s own moves and the other’s responses
The Dual Concerns Model
Avoidance: Don’t negotiate
Competition: I gain, ignore relationship
Collaboration: I gain, you gain, enhance relationship
Accommodation: I let you win, enhance relationship
