Negotiations perform several functions: 1. making decisions by discussing the problems that have arisen; 2. information function, which is carried out through the exchange of opinions without making decisions; 3. communicative, destructive (aimed at disrupting negotiations), regulatory, propaganda functions.

Negotiations are intended mainly to obtain an agreement that meets the interests of both parties and achieve results that would suit all its participants, through a mutual exchange of views (in the form of various proposals for solving the problem brought up for discussion). Negotiations are management in action. They consist of speeches and counter-speeches, questions and answers, objections and evidence. Negotiations can be easy or tense; partners can reach an agreement. oneself without difficulty, or with great difficulty, or not at all to come to agreement. Therefore, for each negotiation it is necessary to develop and apply special tactics and techniques for conducting them.

Due to the diversity of negotiations, it is impossible to propose an exact model. The generalized scheme for their implementation is as follows. Stage I - Preparation of negotiations Stage II - Conducting negotiations Stage III - Solving the problem (completion of negotiations) Stage IV - Analysis of the results of business negotiations

2. Preparation of business negotiations Before starting negotiations, it is necessary to have a developed model of them: a clear understanding of 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 moments of your intransigence, as well as problems where you can give in if a deadlock in negotiations unexpectedly arises; Determine for yourself the upper and lower levels of compromise on issues that, in your opinion, will cause the most heated discussion.

The implementation of this model is possible if the following issues are studied in the process of preparing 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.

Substantial preparation of negotiations includes the following: - analysis of the problem and diagnosis of the situation; - formation of a common approach, main goals and objectives; - determination of the negotiating position, possible options for solving the problem and coordination of interests; - formation of proposals and their argumentation.

Organizational preparation for negotiations includes: - formation of a delegation; - methods of preparation 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.

Variational Method. When preparing for complex negotiations (for example, if you can already foresee a negative reaction from the other party in advance), find out the following questions: what is the ideal (regardless of the conditions of implementation) solution to the problem posed in a complex? What aspects of the ideal solution (taking into account the whole problem, the partner and his expected reaction) can be abandoned? What should be seen as the optimal (high degree of probability of implementation) solution to the problem with a differentiated approach to the expected consequences, difficulties, and obstacles?

Integration method. Designed to convince the partner of the need to evaluate the issues of negotiations taking into account social relationships and the ensuing needs of development-cooperation. The use of this method does not, of course, guarantee that agreement will be reached in detail; it should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

Balancing method. When using this method, keep the guidelines below in mind. Determine what evidence and arguments are appropriate to use to encourage your partner to accept your proposal. You must mentally put yourself in your partner’s shoes for a while, i.e. see things through his eyes. Consider the complex of problems from the point of view of the “for” arguments expected from your partner and bring to the consciousness of your interlocutor the associated advantages. Also think about your partner’s possible counterarguments, tune in to them accordingly and get ready to use them in the argumentation process. It makes no sense to try to ignore your partner’s counterarguments put forward during negotiations: the latter expects you to respond to his objections, reservations, concerns, etc. Before moving on to this, find out what caused your partner to behave this way.

Compromise method. Negotiators must show a willingness to compromise: in case of divergent interests of a partner, an agreement should be achieved step by step. In a compromise solution, agreement is achieved due to the fact that the partners, after a failed attempt to reach an agreement among themselves, taking into account new considerations, partially deviate from their demands. In order to get closer to the partner’s position, it is necessary to mentally anticipate the possible consequences of a compromise solution for the implementation of one’s own interests (forecasting the degree of risk) and critically evaluate the permissible limits of the concession. It may happen that the proposed compromise solution exceeds your competence. In the interests of maintaining contact with your partner, you can enter into a so-called conditional agreement (for example, refer to the consent in principle of a competent manager). An agreement based on compromises is concluded in cases where it is necessary to achieve the common goal of negotiations, when their failure will have adverse consequences for the partners.

There are a number of techniques, methods and principles that detail and specify their application. 1. Meeting and making contact. Even if it’s not a delegation that comes to you, but just one partner, you need to meet him at the train station or airport and take him to the hotel. Depending on the level of the leader of the arriving delegation, it may be met either by the head of our delegation himself, or by one of the participants in the upcoming negotiations. The greeting and making contact stage is the beginning of direct, personal business contact. This is a general but important stage of negotiations. The greeting procedure takes a very short time. The most common form of greeting in European countries is a handshake, with the owner giving his hand first. The conversation preceding the start of negotiations should be of the nature of an easy conversation. At this stage, business cards are exchanged, which are presented not during the greeting, but at the negotiating table

2. Attracting the attention of the negotiation participants (the beginning of the business part of the negotiations). When your partner is confident that our information will be useful to him, he will be happy to listen to you. Therefore, you must arouse your opponent's interest. 3. Transfer of information. This action is to, based on the aroused interest, convince the negotiating partner that he will act wisely by agreeing with our ideas and proposals, since their implementation will bring tangible benefits to him and his organization.

4. Detailed justification of proposals (argumentation). A partner may be interested in our ideas and proposals, he may understand their feasibility, but he still behaves cautiously and does not see the possibility of applying our ideas and proposals in his organization. Having aroused interest and convinced the opponent of the feasibility of the planned enterprise, we must find out and differentiate his desires. Therefore, the next step in the business negotiations procedure is to identify interests and eliminate doubts (neutralization, refutation of comments). The business part of the negotiations concludes with the transformation of the partner’s interests into a final decision (the decision is made on the basis of a compromise).

5.Completion of negotiations. If the progress of the negotiations was positive, then at their final stage it is necessary to summarize the main points that were touched upon during the negotiations and characterize those positive aspects 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 focused not on the subject of negotiations, but on personal aspects that allow the validity of the proposal associated with the continuation of negotiations, but on personal aspects that allow maintaining business contacts in the future. Those. It is necessary to abandon summing up the results of those sections where no positive results were achieved.

Protocol events are an integral part of negotiations, carry a significant burden in solving the tasks set during the negotiations and can either contribute to success or, conversely, create the preconditions for their failure. Business protocol covers a wide field of its activities: organizing meetings and servicing negotiations, recording conversations, providing souvenirs, uniforms, cultural programs, etc. To resolve these issues, it is advisable to create a protocol group in the organization (2-3 people), which will deal with protocol formalities.

6. Analysis of the results of business negotiations. Negotiations can be considered completed if their results are carefully and responsibly analyzed; the necessary measures have been taken to implement them; certain conclusions were drawn for the preparation of the next negotiations. Analysis of the results of negotiations pursues the following goals: - comparison of 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.

Analysis of the results of business negotiations should take place in the following three areas: 1) analysis immediately after the completion of negotiations. This analysis; helps to evaluate the progress and results of negotiations, exchange impressions and determine priority activities related to the results of negotiations (appoint executors and determine deadlines for implementing the agreement reached); 2) 2) analysis on. the highest level of management of the organization. This analysis of the results of negotiations has the following purposes: - discussion of the report on the results of negotiations and clarification of deviations from previously established directives; - assessment of information about measures already taken and responsibilities; - determining the validity of proposals related to the continuation of negotiations; - obtaining additional information about the negotiating partner; 3) 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.

In the process of individual analysis, you can get answers to the following questions: were the interests and motives of the negotiating partner correctly identified? Did the preparation for the negotiations correspond to the real conditions, the current situation and the requirements? How well defined are the arguments or compromise proposals? how to increase the effectiveness of argumentation in terms of content and method? What determined the outcome of the negotiations? How can we eliminate negative nuances in the negotiation procedure in the future? who should do what to improve the effectiveness of negotiations?

7. Conditions for the effectiveness of negotiations Prerequisites for the success of business negotiations affect a number of both objective and subjective factors and conditions. First of all, negotiating partners must fulfill the following conditions: · both parties must have an interest in the subject of negotiations; · they must have sufficient power to make final decisions (corresponding right to negotiate); · partners must have sufficient competence and necessary knowledge regarding the subject of negotiations; · be able to take into account the subjective and objective interests of the other party as fully as possible and make compromises; · Negotiating partners must trust each other to a certain extent.

To ensure effective negotiations, certain rules must be followed. The basic rule is that both parties come to the belief that they have gained something as a result of the negotiations. The most important thing in negotiations is your partner. He needs to be convinced to accept the offer. The entire course of negotiations, all argumentation must be oriented towards it. Negotiations are collaborations. Any cooperation must have a common base, so it is important to find a common denominator for the different interests of the partners. Rarely do negotiations go without problems, so the tendency to compromise is important. Any negotiations should be a dialogue, so it is important to be able to ask the right question and be able to listen to your partner. Positive results of negotiations should be considered as their natural conclusion, therefore, in conclusion, it is necessary to dwell on the content of the agreement, which reflects all the interests of the partners. Negotiations are considered completed if their results have been subjected to thorough analysis, on the basis of which appropriate conclusions have been drawn.

Variational method. When preparing for difficult negotiations (for example, if you can already foresee a negative reaction from the other party), find out the following questions:

What is the ideal (regardless of the implementation condition) solution to the problem posed in a complex;

What aspects of the ideal solution (taking into account the entire problem, the partner and his expected reaction) can be abandoned;

What should be seen as the optimal (high degree of probability of implementation) solution to the problem with a differentiated approach to the expected consequences, difficulties, obstacles;

What arguments are necessary in order to properly respond to the expected assumption of the partner, due to the divergence of interests and their unilateral implementation (narrowing or, accordingly, expanding the proposal while ensuring mutual benefit, new aspects of a material, financial, legal nature, etc.);

What forced decision can be made in negotiations for a limited period;

Which extreme proposals from your partner should definitely be rejected and with what arguments.

Integration method. Designed to convince the partner of the need to evaluate the issues of negotiations taking into account social relationships and the ensuing needs of development-cooperation. The use of this method does not, of course, guarantee that agreement will be reached in detail; it should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

When trying to ensure that your partner understands the need for integration, do not, however, lose sight of his legitimate interests. Therefore, avoid moralizing calls that are divorced from the interests of your partner and are not related to the specific subject of discussion. On the contrary, express your position to your partner and emphasize what actions you expect from him within the framework of joint responsibility for the results of the negotiations.

Despite the discrepancy between your departmental interests and the interests of your partner, especially note the need and starting points for solving the problem discussed during the negotiations.

Try to identify common aspects and opportunities for mutual benefit in your area of ​​interest and bring all this to the consciousness of your partner.

Do not indulge in illusions and do not believe that you can come to an agreement on every point of negotiations; if this were really the case, then negotiations would not be needed at all.

Balancing method. Determine what evidence and arguments (facts, calculation results, statistics, figures, etc.) are appropriate to use to encourage your partner to accept your offer.

You must mentally put yourself in your partner’s shoes for a while, i.e. see things through his eyes.

Consider the complex of problems from the point of view of the arguments “for” expected from your partner and bring to the consciousness of the interlocutor the associated advantages.

Also think about your partner’s possible counterarguments, tune in to them accordingly and get ready to use them in the argumentation process.

Compromise method. Negotiators must show a willingness to compromise: in case of divergent interests of a partner, an agreement should be achieved in stages. In a compromise solution, agreement is achieved due to the fact that the partners, after a failed attempt to reach an agreement among themselves, taking into account new considerations, partially deviate from their demands (they refuse something, put forward new proposals). In order to get closer to the partner’s position, it is necessary to mentally anticipate the possible consequences of a compromise solution for the implementation of one’s own interests (forecasting the degree of risk) and critically evaluate the permissible limits of the concession. It may happen that the proposed compromise solution exceeds your competence. In the interests of maintaining contact with your partner, you can make a so-called conditional agreement (for example, refer to the agreement in principle of a competent manager).

It is difficult to quickly reach an agreement through concessions acceptable to both sides. Partners will persist in their opinion due to inertia. This requires patience, appropriate motivation and the ability to “sway” a partner with the help of new arguments and ways of viewing the problem while using all the opportunities arising from the negotiations.

An agreement based on compromises is concluded in cases where it is necessary to achieve a common goal and negotiations, when their failure will have adverse consequences for the partners.

The above methods of negotiation are of a general nature. In consulting activities, there are a number of techniques, methods and principles that detail and specify their application.

Questions for the audience:

1. List 3 groups of ethical problems in counseling.

2. Name the violations of norms and principles that consultants most often commit when interacting with clients.

3. What violations of norms and principles are most often committed by clients when interacting with consultants?

4. List the main requirements for a consultant.

5. Three main groups of knowledge and skills of a consultant. b. Tell us about the methods of conducting business negotiations. Students' answers.

Task 1: Students are asked to discuss in groups of 4-6 people the list of requirements for a consultant and select those students who are most suitable for the role of consultant. A joint conclusion is made about what students lack for professional activities in the field of consulting.

Depending on the subject and significance of the negotiations, the following methods of conducting them are used:

Variational method;

Integration method;

Compromise method

Variational method.

When preparing for difficult negotiations, you need to ask yourself the following questions:

What is the ideal solution to the problem posed in
complex?

What aspects of an ideal solution can be abandoned?

What should be the optimal solution to the problem when
differential approach to expected consequences, difficulties, obstacles?

What arguments are needed to properly
respond to the expected assumption of the partner, conditioned
divergence of interests and their unilateral implementation?

What extreme partner offers should you definitely
reject and with what arguments?

Such reasoning goes beyond a purely alternative consideration of the subject of negotiations. They require an overview of the entire subject of activity, vividness of thinking and realistic assessments.

Integration method.

Designed to convince the partner of the need to evaluate the issues of negotiations taking into account social relationships and the ensuing needs for the development of cooperation. The use of this method does not guarantee agreement in detail; it should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

Compromise method.

Negotiators must show a willingness to compromise: if the partner’s interests do not coincide, an agreement should be achieved gradually, adhering to the following principle: lean gradually, like the Leaning Tower of Pisa, but do not fall immediately!

In a compromise solution, agreement is achieved due to the fact that the partners, after a failed attempt to reach an agreement among themselves, taking into account new considerations, partially deviate from their demands. They refuse something, put forward new demands.

Regardless of whether the negotiations were successful or unsuccessful, their results should be discussed within the company and analyzed.

To analyze the results of negotiations, you must use the following positions.

Achieving the goal (what was achieved and what was not achieved).

Reasons for achieving these results, conclusions for the future.

Preparation of negotiations (have we prepared well: in content, in
composition of participants, methodology, organization).

Attitude towards the partner (have we tuned in correctly to the partner, to his
interests, goals, level of knowledge).

Freedom of action within the framework of negotiations (were all available opportunities used to reach an agreement).

The effectiveness of argumentation (which arguments were convincing to
partner, why; what arguments did he reject, why?).

The need for a compromise (during the negotiations was it necessary to make
concessions, why? How can we now assess their consequences?

Participation of the collective - “team” (whether the composition of the “team” was optimal).

The atmosphere of negotiations (which contributed to the creation of a constructive,

friendly atmosphere, what prevented? Our behavior, the behavior of our partners).

Ensuring success. What helped to find a “clearing of interaction”. What are the prospects for developing relations with your partner?

Flaws. What should be done if the goals were not achieved?

Suggestions for successfully solving problems in the future. Conflict situations in commercial negotiations and ways to resolve them. Negotiations can be based on the principles of complete sincerity, honesty, openness, respect for the other party (as we have already discussed), or they can be based on the principles of secrecy, attempts to achieve one’s goals at the expense of the other party, including through deception. Such negotiations lead to conflict situations.

Summarizing what has been said, I would like to emphasize once again that the most important prerequisites for successful negotiations are good preparation, concentration on the subject, problem-solving-oriented thinking, the desire to develop a common position, taking into account the personal qualities of the partner, realism, respect for interests, flexibility, etc.

Let's look at some common methods of dishonest negotiations and options for responding to them.

1. Deliberate deception. The partner says something that is obviously false.
(for example, the country that produces perfume is France, but in essence it is
Poland). There are a lot of fakes now. "Klima", for example. In these perfumes instead
40 fragrant components were invested 20).

However, if you express doubt, clearly demonstrate resentment and even insult, what should you do?

Already at the beginning of the negotiations, it should be emphasized that you separate all human problems (in this case, his offense) from business ones (the quality condition of the goods), and you are going to check all the factual statements of your partner (it is appropriate to recall that in the store the seller does not doubt your honesty, however, he does not give away items without making sure that you have paid for the purchase).

Don't let anyone take your doubts as a personal attack.

2. Power play. At that point in the negotiations when you think
that a firm agreement has been reached, the other side announces to you that
she does not have the authority or right to make the final decision and go to
concessions, and she must now obtain the approval of some other person.

This is a trap: if only you have the right to make concessions, then you will make them.

What to do?

Before you begin an agreement of the type “you - to us (reduce the price), we - to you (pay for the goods immediately),” ask: “What exactly are the powers you have in this particular case?” If you receive an evasive answer, reserve the right to revise any point

negotiations or require a conversation with a person who has real rights (has the right to sign commercial transactions, has a power of attorney).

If the situation arose at the end of the negotiations, you can say this: “If your superiors approve this project tomorrow, we will consider that we have agreed. Otherwise, each of us is free to make any changes to the project.”

3. Doubtful intentions. The other side offers you as
terms of a contract something that, from your point of view, she will not fulfill
is being assembled (order fulfillment within 2 weeks). Expressing confidence in
honesty of the opposite party and low probability of violation of conditions
on her part, include a fairly strict clause in the contract,
providing for sanctions in case of non-compliance with the conditions.

4. Being less than frank does not mean deceiving. Your
the enemy asks straightforward questions that defeat the purpose
negotiations: “How much would you pay if necessary?” Your
possible answer: "Let's not tempt each other with the possibility
lie. If you think that we are wasting our time, that you and I will not be able to
agree, then we will entrust our business to a reliable third party, who will
will tell whether we have any basis for an agreement at all.”

5. Poor physical negotiation conditions.You agreed to conduct
negotiations on the territory of a business partner, seeing for themselves the following
advantages: the other party will listen more carefully
your proposals and, if necessary, it will be easier for you to interrupt
negotiation.

However, you feel that your physical environment is working against you. You suspect that the inconvenient room was chosen, perhaps intentionally, so that you would strive to quickly end the negotiations and be ready to concede at the first request. What to do?

Say you're uncomfortable. Offer to take a break, move to another room, or meet at another time.

6. Personal attacks:“You don’t seem to understand what we’re talking about?” and so on.
Your partner may be dismissive of your social
position, make yourself wait, interrupting negotiations for other matters, give
you understand that you are undivine, do not listen to you and several times
force you to repeat what you just said. Finally, deliberately, does not look
in your eyes.

This behavior of partners should be considered as one of the methods of psychological struggle and not pay attention to personal attacks (be above this and understand that a psychological attack is underway).

Negotiations are a complex dynamic process of interaction between people, the course of which is influenced by many sociological, socio-psychological, economic, cultural and other factors. Mathematical modeling as one of the research methods is present in the scientific approaches of the above disciplines dealing with the problem of negotiations.

The first attempts to optimize negotiations were made in game theory models (Nash bargaining, Rubinstein model, etc.). They, like most classical game-theoretic models, were based on the assumption of complete rationalism of the negotiators. Under these assumptions, many models were built and studied, and conditions of attainability and properties of equilibrium solutions were obtained.

The condition of complete rationalism of participants is often violated in practice, which is confirmed by many studies of the psychology of human decision-making, as well as works in the field of experimental economics. In addition, game-theoretic behavioral strategies took into account, in fact, only the influence of the actions of economic agents on the enemy’s strategy, i.e. the influence of the context of the negotiation problem was not taken into account.

It seems incorrect to try to search within the framework of game theory for universal equilibria and strategies for any negotiation situations, so taking into account the context in models is very important. In practice, the strategy of behavior in negotiations, in addition to the actions of the opponent and one’s own interests, is determined by many different factors: awareness of the opponent’s intentions, the structure of mutual awareness of the participants, limited time for making decisions, and very often - psychological influence directly during the business conversation.

Variational method.

When preparing for difficult negotiations, you need to ask yourself the following questions:

What is the ideal solution to the problem posed in a complex?

What aspects of an ideal solution can be abandoned?

What should be seen as the optimal solution to the problem with a differential approach to the expected consequences, difficulties, and obstacles?

What arguments are needed in order to properly respond to the partner’s expected assumption due to the divergence of interests and their unilateral implementation?

Which extreme proposals from a partner should definitely be rejected and with what arguments?

Such reasoning goes beyond a purely alternative consideration of the subject of negotiations. They require an overview of the entire subject of activity, vividness of thinking and realistic assessments.

Integration method.

Designed to convince the partner of the need to evaluate the issues of negotiations taking into account social relationships and the ensuing needs for the development of cooperation. The use of this method does not guarantee agreement in detail; it should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

Compromise method.

Negotiators must show a willingness to compromise: if the partner’s interests do not coincide, an agreement should be achieved gradually, adhering to the following principle: lean gradually, like the Leaning Tower of Pisa, but do not fall immediately!

In a compromise solution, agreement is achieved due to the fact that the partners, after a failed attempt to reach an agreement among themselves, taking into account new considerations, partially deviate from their demands. They refuse something, put forward new demands.

The principled negotiation method, developed under the leadership of R. Fisher and W. Urey within the framework of the Harvard Negotiation Project, consists of an approach to conflict resolution based on its qualitative properties. The focus of the approach is on analyzing the essence (i.e., structure and context) of the problem. The one-text procedure is a special case of the principled negotiation method also developed by these researchers. The purpose of the procedure is to keep the process in line with principled negotiations and to simplify the process as a whole. The principle has now been worked out in detail and has proven itself well in negotiation practice due to the fact that it combines taking into account the context of the negotiation problem with the principle of seeking benefits for both participants simultaneously. The main idea to avoid ineffective bargaining regarding positions is to involve an independent third party (mediator), who regulates the process of interaction between others. In view of this, the creation of instrumental and analytical support methods for mediating negotiation processes has become especially relevant. These methods are predominantly interactive and make significant use of information about the issue that is obtained from the negotiators interacting with them.

If we want the negotiations to be constructive and beneficial for both parties, we must take into account the recommendations below.

You must persistently achieve your intended goal and convincingly argue your proposals, but do not be too stubborn and deaf to your partner’s opinion: in negotiations, as you know, orders are not given.

It is worthy to represent one’s interests and make proposals for solving the problem discussed at the negotiations.

Strives to reach agreements that would meet the interests of not only your service, but also society as a whole.

We must remember that the most important subjective conditions for successful negotiations are:

Political competence and consciousness;

Realistic approach and interest in business communication;

The power of imagination and the gift of combination.

It would be an illusion to believe that the interlocutor can be outwitted with the help of various conditions and tricks, or with a “crowbar in hand” to force him to make excessive concessions.

Any negotiation is indispensable without patient, focused argumentation. Here's what to do in negotiations:

Use the temporary factor to put pressure on the interlocutor;

- “pressure” the interlocutor with deadlines;

Achieve advantages for yourself by simulating “misunderstandings,” fooling, flattery, etc.

Tactical techniques in negotiations. A number of tactics can

apply regardless of what stage the negotiation process is at. The use of other techniques is limited to a specific stage.

A. Techniques that are widely used at all stages.

1. “Leaving” is associated with closing a position. An example of “withdrawal” would be a request to postpone consideration of an issue or reschedule it for another meeting. “Leaving” can be direct or indirect. In the first case, it is directly proposed to postpone this issue. With indirect “leaving” the question is given an extremely vague answer.

2. “Dragging” is used in cases where a party, for whatever reason, tries to delay negotiations. Represents a series of different types of "care".

3. “Waiting” is expressed in the participant’s desire to first listen to the opponent’s opinion and then, depending on the information received, formulate his position.

4. “Expressing agreement” with the partner’s already expressed opinions is aimed at emphasizing the commonality.

5. “Expressing disagreement” with the opponent’s statements is the opposite technique.

6. “Salami” - a very slow opening of one’s own position. The point of the technique is to drag out negotiations and get as much information as possible from the opponent.

B. Techniques that relate to all stages, but have their own specific application at each of them.

1. “Packaging” consists in the fact that several issues are proposed for consideration in the form of a “package”, i.e., not individual issues, but their complex, are subject to discussion. There are two types of "package". One of them reflects the concept of bargaining, the other a joint analysis of the problem with the opponent. The use of a “package” within the framework of bargaining involves linking proposals that are attractive and unattractive for the opponent into one package. Often such a “package” offer is called “load sale”. A “package,” used as part of a joint discussion of a problem with an opponent, involves an exchange of concessions and the linking of this exchange in a “package.”

2. “Making demands at the last minute.” It is used at the very end of negotiations, when all issues have been resolved and the agreement remains to be signed. In this situation, one of the participants puts forward new demands. If the opponent seeks to maintain what has been achieved, then he can make a concession.

3. “Gradual increase in complexity” of the issues discussed. This technique is used in joint analysis of the problem.

4. “Dividing the problem into separate components” is to refuse attempts to immediately solve the entire problem as a whole and to isolate individual components in it.

B. Tactical techniques used at certain stages of negotiations.

Position clarification stage:

1. Excessive requirements. Its essence is to include points in your position that can then be painlessly removed, pretending that this is a concession, and demand similar steps from your opponent in return.

2. Placing false accents in one’s own position. It consists of demonstrating, for example, extreme interest in resolving an issue, although in fact this issue is of secondary importance. This is done for bargaining: the issue is later withdrawn in order to obtain the necessary decisions on another, more important issue.

3. Silence is used to close a position and consists of creating uncertainty at the first stage of negotiations.

4. Bluff - giving deliberately false information.

The opening of positions while clarifying them can be carried out through such tactics as: direct opening of a position in speeches or in answers to questions asked; opening a position by clarifying the partner’s position. Stage of discussion of positions. Most of the techniques used at this stage involve emphasizing differences.

1. Indication of the weaknesses of the opponent’s position. Options for implementing the reception may be:

Indication of insufficient authority;

Indication of nervousness, excited state;

Indication that there are no alternative options;

Indication of internal contradictions in statements;

Negative evaluations of actions without reasoning.

2. Proactive argumentation. A question is asked, the answer to which will reveal the inconsistency of the opponent’s position.

3. Distortion of the opponent’s position, i.e. formulation of the opponent’s position with distortions beneficial to oneself.

4. Threats and pressure on the opponent in order to extract concessions from him. Can be implemented in the following forms:

Warnings about consequences unpleasant for the opponent;

Indications of the possibility of interrupting negotiations;

Indications about the possibility of blocking with others;

Shows of force; making extreme demands; presentation of an ultimatum.

A threat can be considered effective if the interest of the party resorting to it is sufficient to make the implementation of the threat inevitable, since it itself, and not its implementation, is the means to achieve the goal.

5. Search for a common solution zone. It consists of listening to your opponent’s opinion and comparing it with your own, trying to find common points.

Position approval stage:

1. Acceptance of proposals - agreement with the proposed solutions.

2. Expressing agreement with part of the proposals.

3. Rejecting an opponent’s proposal is a technique based on emphasizing differences.

4. Making obviously unacceptable proposals is aimed at ensuring that, having received a refusal to accept it, then blaming the opponent for the breakdown of negotiations.

5. Extortion. One of the parties puts forward a demand that is undesirable for the opponent and indifferent to itself. The goal is to obtain a concession in exchange for the requirement being dropped.

6. Growing demands. As soon as the enemy concedes in something, a new demand is immediately presented.

8. Return to finalize proposals.

9. Returning to the discussion can be used in two cases: in order to avoid the adoption of agreements and if for one of the participants some issues really remain unclear and he again proposes to discuss them.

10. Double interpretation. The parties, as a result of negotiations, reached an agreement. Moreover, one of them “incorporated” a double meaning into the wording, which was not noticed by the opponent. Then the agreement is interpreted in its own interests, without violating it. It is clear that such behavior may conceal the possibility of a new conflict.

In order for negotiations to develop successfully, it is necessary to immediately try to find a common position with your partner immediately after they begin. At the beginning of the negotiations, bring up the undisputed, non-controversial aspects of the subject under discussion. After this phrase, move on to discussing points that can be agreed upon relatively easily. And only after that, focus on the most important issues on the negotiation agenda that require detailed discussion. From the very beginning, take seriously the opinions expressed by your negotiating partner, justifications for the problem, requirements, reservations, wishes, etc.

In order not to interfere with the development of negotiations, do not focus on differences in views if they are not fundamental. You must speak calmly and control your speech; when you introduce your partner to the relevant problem, characterize the reasons for its occurrence and possible consequences, as well as unclear points of negotiations. Thus, behavior must be appropriate to the situations that arise during negotiations. They are assessed through visual contact with the interlocutor: negotiators must speak convincingly, but not intrusively.

Regardless of whether the negotiations were successful or unsuccessful, their results should be discussed. What did we actually achieve in the negotiations and what did we not achieve compared to the task set before us? What are the main reasons for achieving these results in the negotiations? What conclusions can be drawn from this for future negotiations? Did we have to make concessions during the negotiations and why?

So, the most important prerequisites for successful negotiations are good preparation, concentration on the subject, problem-solving-oriented thinking, the desire to develop a common position, taking into account the personal qualities of the partner, realism, respect for interests, flexibility, etc.

Conclusion

To summarize, we can say that in order to successfully conduct the negotiation process, regardless of its level and scale, it is necessary to master the culture of negotiations, i.e. a system of concepts, values ​​and norms that would become a means of successful communication between negotiators - statesmen, politicians, diplomats, and business people.

Any negotiations require careful preparation: the more intensively they are conducted (using analyses, calculations of the economic effect, conclusions, etc.), the greater the chances of success. The opposite picture is observed in the case when various objective and psychological aspects are not adequately taken into account when negotiating.

It is useful for anyone entering into negotiations to learn the initial truth: it is extremely unprofitable to rely on conflictual interaction, to strive for a one-time win at any cost.

A much more productive option is partnership when a problem is analyzed together with a partner in order to find a solution that would best meet mutual interests.

The art of communication, knowledge of psychological characteristics and the use of psychological methods are extremely necessary for specialists whose work involves constant “person-to-person” contacts - politicians, businessmen, managers and many others. Thus, everyone needs the ability to build relationships with people, find an approach to them, and win them over. The key to the success of any undertaking of a business person, no matter what task he solves, is the creation of a climate of business cooperation, trust and respect.

Ministry of Education of the Russian Federation

Chelyabinsk State University

Institute of Industrial Economics, Business and Administration

Department of Economics of Industries and Markets

Discipline: Business Communication

On the topic: "Methods and techniques of negotiations"

Completed: Art. gr. 22PS-106

Tarasova A.O.

Checked: Rev. Bychkova L.S.

Chelyabinsk 2010

Introduction

The main way to resolve conflicts is negotiations. Their implementation is one of the most important aspects of the activities of any organization. Therefore, it is necessary to consider the most important features of the negotiation process in more detail.

Negotiations are understood as a special type of joint activity of two or more persons not connected by direct subordination, aimed at solving the problems facing them. The task of negotiations is to find an option that would optimize the possible result. This is achieved by bringing the positions of the parties closer together in the process of their implementation on the basis of the commonality of their goals, the presence of different ways to achieve them, the possibility of combining interests through mutual concessions, the losses from which turn out to be significantly less than they would have been in the absence of an agreement.

Negotiations may not necessarily involve resolving any conflicts. Often they are conducted in conditions of cooperation for its continuation or greater efficiency, although the latter is typical for external negotiations.

Negotiation theory

Business negotiations can be defined as the exchange of opinions with the aim of reaching a mutually acceptable agreement. Negotiations as a phenomenon of business life should include not only coordinated and organized contacts of interested parties in a certain way, but also a meeting, conversation, telephone conversation (telephone conversations).

Negotiations are usually started when there is a mutual desire to find a mutually beneficial solution to the problem, to maintain business contacts and friendly relations, when there is no clear and precise regulation for solving the problems that have arisen, when for one reason or another a legal solution is not possible, when the parties realize that any Unilateral action becomes unacceptable or impossible.

Business negotiations are not only an area of ​​business expansion, but also the most important part of an organization’s PR activities, forming and effectively maintaining its image. Successful and professional negotiations expand the positive information field about the company and help attract the attention of potential clients and partners to it.

Unfortunately, the role of business negotiations in modern domestic entrepreneurship is not yet high. It is also obvious that in the business community there is a growing awareness of the importance of negotiations in the development of any business and an understanding of the role and importance of improving the culture of negotiations.

Any negotiation is a process of implementing effective interpersonal communications, it is the use of acquired skills of communicative rhetoric, adjusted for the personality of the partner. The most important component of the negotiation process is communication between the parties and their effective interpersonal communication. The communication skills of negotiators, the ability to communicate, make contact and carry on a conversation, largely determine their overall success.

The communicative aspect of negotiations is decisive and therefore the negotiation process is considered as an integral part of verbal communication (primarily dialogue, argumentation), as the ability to effectively use verbal influence to achieve set goals.

The communicative competence of negotiators is thus considered as the ability to maintain verbal stability and confidence in any situation, mastery of interpersonal communication techniques, the basis of which is the theory and practice of dialogue, the art of conversation, and mastery of argumentation in business.

Negotiation is the most important tool for resolving business relationships or conflicts. The very intention to negotiate in any situation, and especially in a conflict situation, is worth a lot, and the task is not to miss the chance and take advantage of the parties’ desire to solve problems.

Negotiations as one of the types of creating and maintaining a dialogue with business partners can be carried out with the aim of:

· establishing business relationships;

· clarifying the positions of the parties on one or more issues;

· exchange of information;

· settlement of relations;

· deepening mutual understanding;

· reaching new agreements;

· signing agreements.

First of all, the subject of negotiations must be clearly understood and specified, and the desired goals that the parties strive to achieve must be clearly defined.

If one of the parties believes that it is capable of independently and effectively solving its problems, there is little basis for negotiations. Unless the other side can be convinced that a joint solution to its problems will be more effective. Negotiations will not take place even if the legal framework fully allows all the issues that have arisen to be resolved.

Finally, the parties must show a desire to jointly search for solutions and achieve their goals. This, naturally, implies the willingness of both contracting parties to make mutual concessions and understanding of each other’s interests.

Coincidence of interests or too great a divergence of interests make negotiations meaningless. Negotiations are more likely to succeed when your interests and the other party's interests are equal and divergent.

Thus, a situation of mixed interests is necessary. Only in this case we are dealing with interdependent negotiations. The more the parties depend on the success of negotiations, the higher the likelihood of their successful completion. The higher the degree of interdependence, the less likely negotiators are to take advantage of unilateral actions.

Moreover, we should not forget that participation in negotiations itself creates a situation that allows the parties to build new relationships, regardless of the conditions that existed before they began.

All this indicates that negotiations aimed at reaching agreements are a multifaceted process and include several stages:

· preparation for negotiations (including identifying the problem that needs to be solved);

· identification of needs and goals;

· selection of material and facts;

· identifying the interests of the parties;

· determination of the zone of intersection of interests ("solution zone");

· determination of objective criteria;

· formation of proposals and their options;

· strategic planning;

· tactical planning;

· maneuvers and persuasion system;

· putting forward alternatives;

· analysis of the results of agreements and agreements reached and monitoring their implementation.

Organization and conduct of the negotiation process

Negotiation technology is a creative process, it is difficult to describe it as a given. Just as there are no people alike, there are no similar negotiations. Moreover, there is no universal algorithm for success in negotiations. According to many experts, the subject of negotiations does not have a significant impact on the technology of their conduct.

The course of negotiations is significantly influenced by the relationship between the positions of the contracting parties: if the position of one of the parties is too and clearly weak, then the negotiation tactics of the other party will obviously be chosen either openly “hard” in style, or “soft” in form, but essentially firm and consistent.

The main types and methods of negotiations retain their importance over time, their structure, rules, techniques for handling objections and business etiquette change.

Negotiation technology is largely influenced by mentality, national styles, methods and techniques of business communication, and the culture of speech behavior in society as a whole. This is why, for example, American methods of negotiation do little to optimize negotiations in the domestic business environment.

For the most part, a set of ready-made recipes written for a different cultural, legal and business tradition is not suitable for negotiations in the post-Soviet space in the conditions of the formation of market relations.

The formation of modern domestic negotiation rules was influenced by several factors. In Soviet times, business negotiations in their direct meaning (conclusion of business agreements, business alliances, etc.) were little used to solve intra-economic problems. All issues, including production ones, were resolved in the appropriate authorities and then sent down to the conflicting parties for execution.

Negotiations are naturally divided into “standard” and “non-standard”. “Standard” negotiations, repeated in a particular market with high frequency. Participating partners are aware of the main circumstances surrounding business contacts, the basic principles of business reasoning, and the availability of standard contract texts corresponding to this type of transaction. The purpose of such negotiations is to agree on certain details that are determined by changes in the market, when mainly two contracting parties (customer - contractor) are involved.

“Non-standard” negotiations conducted in a new situation of business interaction, having a complex set of issues and factors influencing their outcome, relevant for their solution, including the cost of the project under discussion. A distinctive feature of such negotiations is their multi-stage nature, depending on the number of possible intermediaries: customer - intermediary - intermediary - performer.

Preparation of negotiations

It is known that nothing succeeds without preparation. During the preparation of negotiations, it is necessary to strive to achieve the main goal - to strengthen the partners’ desire for direct contacts. Poorly prepared and conducted negotiations, incorrect decisions and agreements can only aggravate the differences between the parties and intensify the conflict.

This is the price of a mistake at the stage of preparation of negotiations. Preliminary preparation for negotiations in many ways creates competitive advantages even before negotiations. You can influence only when you know everything or almost everything about your partner.

Obtaining reliable information is important at the initial stage of preparation for negotiations. It is necessary to collect all available information about the negotiating partner: serious, solid, reliable, old, proven, promising. Carefully consider the goals and objectives that are expected to be resolved at the negotiating table

Significant differences in the understanding of goals and expectations of results (differences in assessments of what is profitable, cost-effective, profitable, profitable) will most likely lead to a cooling of the parties’ interest already at the initial stage of negotiations. In this case, it is difficult to count on a positive solution to the problem and successful completion of negotiations, since the other party will form other evaluation categories: unreliable operation, ill-conceived, unprofitable, unprofitable, too high a price.

When preparing for a business meeting, it is necessary to carefully determine its program, the order of issues to be discussed, and determine which of them should be resolved at the stage of preliminary discussion and which at the negotiating table.

Often a situation arises when negotiations have begun, but the parties are not yet ready for a joint discussion or search for mutually acceptable solutions. Lack of results in negotiations should not always be perceived as failure. Negotiations, even if they end without definite agreements, can nevertheless perform other functions, for example, coordinating joint actions of the parties in the future.

Such negotiations are in the nature of preliminary familiarization with the position of the parties and the information function of negotiations is realized at them. Moreover, negotiations without an achieved result nevertheless expand the understanding of the problems discussed, allow us to better understand the positions of the parties, establish personal relationships, i.e. implement another function of negotiations - communication.

As a rule, participants in upcoming negotiations do not disclose their preparations, the stages of preparatory work, which most often remain unknown to the other side. Together, the negotiators discuss, in addition to determining the subject and range of issues, the place and time of their holding and the level of leaders and the number of representatives of the contracting parties.

The issue of equal compliance with the official status of heads of delegations is of fundamental importance if negotiations take place with foreign partners.

The issue of the place of negotiations should not seem simple and insignificant. It is important because it raises the issue of confidentiality of negotiations.

The subject and range of issues brought up for negotiations form the basis of the negotiating concept (or position) of the party. It also includes an analysis of possible solutions.

All materials of the preparatory work must be collected in a negotiation dossier, which includes all documents agreed upon at the preliminary stage of preparation, as well as the necessary reference and information sources.

Preliminary preparation for negotiations in many ways creates competitive advantages even before negotiations. You can influence only when you know everything or almost everything about your partner.

Negotiation strategy and tactics

One can distinguish manipulative and forceful negotiation tactics (which largely corresponds to bargaining) and the tactics of combining “hard” and “soft” positions. R. Fischer and W. Ury rightly believe that none of these negotiation styles is flawless. They offer a third option - principled negotiations, the essence of which boils down to four methodological recommendations:

· separate disputes between partners (people) from the problem that needs to be solved;

· focus on benefits, not positions;

· before trying to reach an agreement, you should think through several options aimed at the mutual benefit of the parties;

· It is necessary to insist on the use of objective criteria.

It should be noted that such a partnership style in solving a problem, when the participants are equally aware that the breakdown of negotiations is disadvantageous to both parties, is rare.

Regarding the choice of negotiation style and methods of argumentation during negotiations, there are very different and sometimes contradictory points of view in the literature. Here are some significant recommendations given by various authors:

· attack in negotiations is the best defense;

· the one who pretends to be a simpleton acts wisely (this makes it easier to trap a negotiating partner anticipating imminent gain);

· use of emotional pressure in the form of direct and frank questions “head-on”;

· ask an equal number of counter questions (answer annoying questions with equally annoying questions);

· when choosing a tough style, you must be careful not to turn into confrontation;

· sincerity in one thing generates trust in everything.

In any negotiations, the possibility of deception cannot be ruled out. Here it is appropriate to refer to Schopenhauer, who wrote: “If you suspect that you are being lied to, pretend that you absolutely believe. This will encourage your interlocutor to develop the topic. He will lie more brazenly and get caught. If you suspect that your partner has accidentally discovered part of the hidden truth, play into distrust. A partner in a temper may reveal the truth."

Depending on the state of affairs on the market, a situation may arise when one of the parties is more interested in completing a transaction than the other. In this case, the more interested party faces a difficult task, which is to determine the degree of emotional pressure on the negotiating partner. It is necessary to hide your interest, but not to the point of apparent indifference, which can lead to the failure of negotiations. The situation is even more complicated with a subtle combination of tactics of emotional and rational pressure on a partner.

Drawing up a preliminary plan of ten points for rapprochement of positions will allow you to purposefully and confidently move toward rapprochement of positions. Points one through five of the plan constitute the main goals that you want to achieve in the negotiations. Concessions in this area are not desirable. Points six to ten are what could be an area of ​​compromise, concessions that do not significantly affect your interests. By crossing out during the negotiations, starting with the last one, you will always be able to see the progress of the negotiations, so to speak, visually.

Drawing up such a plan is advisable in cases where there are many issues under consideration and options for their solution. No matter how well the preparatory measures have been carried out, yet, having sat down at the negotiating table, the parties have only a general idea of ​​each other’s position, especially if this is their first personal contact. Therefore, at the beginning of the negotiation process, it is impossible to avoid mutual clarification of each other’s positions. The stage of clarifying positions is of fundamental importance if the subject of negotiations is the elimination of a conflict situation.

Any ambiguities or misunderstandings on any particular issues should be clarified and all disagreements should be resolved immediately, without delay. This style of behavior at the very beginning of negotiations often allows one to achieve greater procedural flexibility and loyalty of negotiators in accepting mutual alternative proposals, changing or adjusting the initially chosen position. It should be remembered that “the path is the rose, not the pot”: there is no need to regret your preliminary considerations and expectations, you should adjust them during the negotiations and reach a possible acceptable agreement.

At the stage of determining the “solution zone,” it is very important to achieve a common language, clarification of the “starting positions,” including the evaluative argumentation accepted by both sides for the actions of the parties that led to the conflict.

Negotiation technique

An important stage of negotiations is the discussion stage, the purpose of which is to develop a common position for making mutually acceptable decisions. At this stage, the focus is on discussing options for a joint solution. In a conflict situation, discussion is the most difficult and complex stage in the negotiation process.

Successful businessmen, as a rule, are passionate people and have the gift of persuasion about anything. They are in many ways close to politicians. But in business the price of words is higher and irrelevant idle talk is less valued. Successful deals are usually well supported by reasoning.

As a rule, the arguments are well-chosen examples, explanations of why you insist on this method of carrying out a transaction and not another, and why this particular method is the most effective and profitable, simple and requires less costs. These are links to the situation on the market, to certain examples from your experience and your business partners. The main arguments should be focused on the evaluative poles of “profitable/unprofitable” (benefit is the basis of any business), and not on general evaluative concepts: “good/bad” or “easy/difficult”. They are generally used in business communications extremely rarely. The substantive aspect of business communication differs according to the categories of problems being solved.

The partnership approach to negotiations as a joint search for a mutually acceptable solution is based on the principles known from the novel by N.G. Chernyshevsky "What to do?" theories of "reasonable egoism":

The partnership approach to negotiations is based on:

· constructive dialogue,

· searching for joint ways to solve the problem,

· erasing contradictions,

· joint analysis of solution options,

· desire and ability to see the problem through the eyes of the other side.

Thus, a reasonable agreement should best meet the interests of each party, be fair from the point of view of both parties, be long-term and not contain the basis for disagreements in the future.

As can be seen, positional bargaining does little to satisfy these requirements. Firstly, because bargaining creates a favorable environment for various kinds of tricks aimed at misleading the other party; secondly, it contributes to a deliberate exaggeration of initial demands and a long-term rapprochement of two rigid positions.

The principle of “reasonable selfishness” in negotiations includes a joint search for a mutually acceptable solution based on a thorough analysis of the needs and interests of the contracting parties.

Moreover, only the most complete consideration of the interests of both partners provides guarantees that the results of the negotiations will be transparent, acceptable and will not cause either party to want to revise them.

Negotiations as the art of communication

Speech culture and the effectiveness of communication in negotiations are often directly related. Everything that concerns norms and recommendations for improving the culture of business negotiations can be determined by the well-known maxim: “Do not speak so that you can be understood, but speak so that you cannot be misunderstood.” You should talk about the matter, highlighting the main thing, without overloading your partner with minor details and details. Even if your argument is very convincing, you still should not repeat it often. Arabic wisdom says: “Even if you say halwa a thousand times, your mouth will not become sweeter.”

The culture of speech behavior can be illustrated by the principles of politeness of J. Leach, which he formulated as a set of a number of maxims:

· the maxim of tact is the maxim of the boundaries of the personal sphere;

· the maxim of generosity is the maxim of not burdening the interlocutor;

· the maxim of approval is a maxim of positivity in evaluating others;

· the maxim of modesty is the maxim of non-acceptance of praise addressed to oneself;

· the maxim of agreement is a maxim of non-opposition (“Plato is my friend, but truth is dearer”, “Truth is born in dispute, but sympathy perishes”);

· the maxim of sympathy is the maxim of benevolence.

The art of negotiation.

Verbal communication during negotiations has common properties that characterize joint activities. It is possible to identify fundamental rules of communication for all functional types of business contacts. Some of them were proposed by G.P. Grice and called them the Rules of Cooperation. He identifies four categories of postulates:

I. Quantity.1. Your statement must contain no less information than is required (to fulfill the current goals of the dialogue).2. Your statement should not contain more information than required. “The second postulate,” notes G.P. Grice, “raises doubt: it can be said that the transfer of unnecessary information is not a violation of the Principle of Cooperation, but simply a waste of time. It can be objected, however, that such unnecessary information sometimes introduces misleading, raising irrelevant questions and considerations; in addition, there may be an indirect effect when the listener is confused because he assumed there was some special purpose, a special meaning in the transmission of this extra information.

II. Quality.

1. Don't say anything that would be considered false.

2. Don't say anything for which you don't have sufficient grounds.

III. Relationship. Stay on topic.

IV. Way.

1. Avoid unclear expressions.

2. Avoid ambiguity.

3. Be brief (avoid unnecessary verbosity."

4. Be organized.

The value of G.P.’s postulates Grice's concept of a culture of communication is that they are focused on the connection between a culture of thinking and a culture of speech.

Here are some of these rules, the observance of which will help persuade people to your point of view:

· the only way to gain the upper hand in a dispute is to avoid it;

· show respect for the opinion of your interlocutor;

· never tell a person that he is wrong;

· if you are wrong, admit it quickly and decisively;

· Maintain a friendly tone from the very beginning;

· force the interlocutor to immediately answer you “yes”;

· let your interlocutor do most of the talking;

· let your interlocutor believe that this thought belongs to him;

· sincerely try to look at things from the point of view of your interlocutor;

· be sympathetic to the thoughts and desires of others;

· appeal to nobler motives;

· dramatize your ideas, present them effectively;

· challenge, touch a nerve.

Here are some rules, the observance of which allows you to influence people without offending them or causing them to feel offended:

· start with praise and sincere recognition of the interlocutor’s merits;

· point out the mistakes of others not directly, but indirectly;

· first talk about your own mistakes, and then criticize your interlocutor;

· ask your interlocutor questions instead of ordering him something;

· give people the opportunity to save their prestige;

· Applaud people for their slightest success and celebrate their every success.

These recommendations are based not only on the experience the author has read from the biographies of famous people, but also on scientifically based rules of speech communication. Their main advantage is that they guide each person to find their own way of actually implementing these rules of business communication in practice.

Business Etiquette

All social behavior is governed by rules. Business etiquette is not much different from other types of etiquette that exist in the international community, in its main function as compliance with historically established traditions of communication between people.

The basis of all etiquette is politeness, which helps us in all cases of communication to quickly achieve our goals. “Politeness is the most precious stone. Beauty without politeness is a garden without flowers,” says Eastern wisdom.

It should never be forgotten that patience, respect and expressions of politeness have always formed the basis of ideal behavior between two contracting parties.

Etiquette rules during negotiations are not much different from the rules of behavior in society. Your freedom of action should not limit the rights and opportunities of others. Of course, this largely depends on the personal culture of each participant in the negotiation process.

Inattention to other participants during business meetings can manifest itself in every action that can distract and prevent at least one of them from concentrating. Participants should not be distracted by extraneous and especially noisy actions: tapping a pen on the tabletop, too often searching the briefcase for the necessary documents, drawing in a notebook.

Of course, the most significant element in business etiquette is a person’s speech behavior, since violation of speech etiquette is most noticeable by others. A person as a linguistic personality is constantly evaluated by other people. Norms of speech behavior relate to the sphere of tacit agreement between communicatively obligated members of society. The very existence of these unspoken rules becomes noticeable when they are violated.

It is considered bad manners to show inattention to the speaker, interrupt, “cut out of the conversation” with unexpected remarks, carry on a conversation with another team member, be distracted by phone calls during negotiations, and much more.

All this can be done for only one purpose - to put pressure on your partner. But this is already beyond the scope of speech and business etiquette. With this behavior, you, wittingly or unwittingly, give rise to a feeling of awkwardness, resentment, negative emotions and, in general, hostility in the speaker.

But etiquette includes not only the rules of speech behavior at the negotiating table, but also, in a broader sense, the preservation of the personal image of a business person and his company.

The expansion of business and personal contacts between people has recently contributed to a growing interest in the peculiarities of the national etiquette of other peoples. Of course, in any unfamiliar situations when it is necessary to maintain communication or conduct a conversation, a person’s intellect, sense of tact, character and intelligence play an important role. Etiquette should be respected, but one should still follow life, which constantly adjusts all sorts of rules.

At the negotiating table, knowledge of the rules of etiquette, the peculiarities of national tradition, and culture has never been superfluous. Etiquette in every national culture has evolved over centuries. Modern business etiquette presupposes both respect for tradition on especially special occasions and greater freedom in everyday communication.

Sometimes even minimal regional knowledge about the cultural and everyday traditions of your opponent can be very useful for the successful completion of negotiations. One Austrian reference book from the early 90s for business people said that during negotiations with Russians it would be a good idea to show your knowledge of Russian literature and quote Pushkin.

The question of national negotiation styles has long been raised in theory, but still does not have a generally accepted solution. Some authors believe that national characteristics are not so significant; others, on the contrary, attach great importance to them.

There is no doubt that a person participating in the negotiation process is greatly influenced by national character traits, national traditions of resolving disputes, and moral values ​​learned in their culture almost from childhood.

Technology for completing negotiations

Completion of negotiations is the most important stage that requires special attention. It must proceed without haste, which can be created deliberately. It cannot be ruled out that the tactic of delaying and resolving all issues “at the end” was chosen by your opponent from the very beginning.

If the negotiators do not come to an agreement to resolve the conflict situation, an agreement may be made verbally or in writing to postpone the discussion to a later date.

A situation may arise when one of the parties, in any scenario, needs to complete the negotiations with an agreement, and the partner can afford to wait (say, he has other proposals).

For example, the positions may have been too different to begin with. When, for example, the parties realized during lengthy negotiations that the clash between two tough negotiating styles and tough positions turned out to be a dead end, but it was necessary to complete the negotiations within a certain time frame.

The hope in the tactics of positional bargaining, that the initially high bar would not allow it to fall too low, was not justified: your inflated demands at the beginning of the negotiations encountered the intransigence of the other side and there was no gradual change in the demands put forward.

You should be especially careful at this stage of negotiations and mentally “scroll through” all the important events of the meeting in order to correctly determine the current situation. It should not be assumed that, having reached a preliminary agreement even on the details of the decision, the parties will not return back to the beginning of the negotiation process.

At the end of the negotiation process, the main attention should be focused on drawing up the final documents. It is better to start drawing up an agreement by discussing a previously prepared project.

At the final stage of negotiations, it is necessary to remember all the discussed details and not to miss significant ones when agreeing on the draft agreement. During the preparation of the final text of the agreement, one must strive to prevent the other party from possibly introducing into it certain details and additions that were not discussed during the negotiations. If you fail to identify them at this stage, you will be deprived of the opportunity to make any adjustments to the text in the future.

At this stage, it is necessary to carefully and carefully read all preparatory documents in order to identify wording with double meanings, factual inaccuracies, deliberate distortion of meaning and the results of the agreement. Therefore, special attention should be paid to the final stage.

The final version of the negotiated text of the agreement should be prepared in the number of copies required for all participants in the negotiations. Everything that can add additional valence to the meaning of the agreement must be removed from the text of the agreement. This technique of “double interpretation” is often used in order to push through an agreement and then insist on strict adherence to the “letter” of the agreement. As you negotiate the agreement document, try to ask your opponent as many “what if” questions as possible. And insist on a comprehensive answer.

The finished text of the agreement can cause very serious disagreements in one or another part of its implementation, control, etc. Not everything that is discussed necessarily makes it into the written agreement. However, all the most important issues of the program, if they were considered during the negotiations, must be reflected in the agreement adopted as a document.

It should be borne in mind that all oral agreements during negotiations that were not included in the final text of the final agreement have no legal force.

Oral agreements have equal importance with a written agreement if negotiations took place with the first person. That is why the participation of top officials is one of the most important conditions for effectively resolving issues.

If, as you believe, too many such exceptions are made in the final agreement, you should make your own special comments and insist on their inclusion. If the other side does not agree with them, then the only option is to either postpone the signing and conduct additional consultations, or not to sign the proposed option at all.

Practice shows that no matter how long the discussion lasts and no matter how many people are involved, essential decisions are made when two people remain at the negotiating table.

At the end of the negotiations, all issues related to the implementation of the agreements reached should be clearly discussed, the executors, deadlines, necessary resources and their sources, sanctions in case of failure to comply with the agreements should be determined, and the circle of persons who are authorized in the event of unforeseen or force majeure circumstances can be promptly included in solving problems that have arisen. It is necessary to take into account the guarantees of its execution in the agreement. Whatever the level of trust between the parties, the agreement should be signed regardless of the personal relations of the participants in the negotiations. Final documents are drawn up depending on the type of negotiations.

The final stage of negotiations is also important because the agreements reached largely determine not only the prospects for further cooperation with the partner, but also have an impact on the professional reputation of its participants.

Even if success in negotiations is not achieved, you have a real opportunity to expand the boundaries of your business cooperation with new acquaintances, i.e. you implement in practice the information and communication function of negotiations.

Conclusion

Without understanding the general patterns inherent in the negotiation process, it is impossible to correctly build interaction with your partner, taking into account your goals and objectives. At the initial stages, when starting negotiations, you should not waste time analyzing what happened and is happening in these negotiations, how the process of conducting them is structured. In the future, this will be reduced to automation and such a detailed analysis will not be required. What is usually called negotiation experience will appear. However, for this to actually happen, you will have to spend a lot of effort.

You cannot learn to negotiate without participating in them. Therefore, whenever there is any opportunity, it makes sense to use it. With each new negotiation, experience is gained and skills are honed.

It seems that negotiations - as a means of resolving conflict and crisis situations, as well as a means of ensuring cooperation between various social actors - have a great future. They replace force and command methods, ensuring the most harmonious development of social and economic life. And they now require specialists in their field who have high creative potential, are well versed in the secrets of their chosen profession, and are able to make thoughtful and carefully considered decisions.

Literature

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2. Sheinov V.P. Conflicts in our lives and their resolution. Minsk, 1996.

3. Anisimov S.F. Morals and behavior. M., 1985 p-165.

4. Schmidt R. The Art of Communication. M., 1992.

5. Aminov I.I. Psychology of business communication. M., 2007.

6. Braddick W. Management in the organization. M., 1999.

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