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Santiago Robinson
Santiago Robinson

Negotiation Genius



For years now, win-win has been the paradigm for business negotiation. But today, win-win is just the seductive mantra used by the toughest negotiators to get the other side to compromise unnecessarily, early, and often. Win-win negotiations play to your emotions and take advantage of your instinct and desire to make the deal. Start with No introduces a system of decision-based negotiation that teaches you how to understand and control these emotions.




Negotiation Genius



Whether you've "seen it all" or are just starting out, Negotiation Genius will dramatically improve your negotiating skills and confidence. Drawing on decades of behavioral research plus the experience of thousands of business clients, the authors take the mystery out of preparing for and executing negotiations - whether they involve multimillion-dollar deals or improving your next salary offer.


This audiobook gets "down and dirty". It gives you detailed strategies - including talking points - that work in the real world even when the other side is hostile, unethical, or more powerful. When you finish it, you will already have an action plan for your next negotiation. You will know what to do and why. You will also begin building your own reputation as a negotiation genius.


Step 2: Calculate your reservation value. An analysis of your BATNA is critical because it allows you to calculate your reservation value (RV), or your walk-away point in the current negotiation...What determines your exact reservation value within this range? If you are risk averse, you might be inclined to lean toward the lower end of the range. But if you are optimistic about your ability to negotiate...you might lean toward the upper end.


Step 5: Evaluate the ZOPA. Once you have an idea of each party's reservation value, you can evaluate the zone of possible agreement, or ZOPA. The ZOPA is the set of all possible deals that would be acceptable to both parties. Put another way, the ZOPA is the space between the seller's reservation value and the buyer's reservation value...Your task in this negotiation is not simply to get a deal, but to claim as much value as possible.


Whether you should make the first offer or not depends upon how much information you have. If you believe you have sufficient information about the other side's reservation value, it pays to make a reasonable (i.e., sufficiently aggressive) opening offer that anchors the discussion in your favor. If you suspect that you may not have enough information about the ZOPA, you'd be wise to defer an opening offer until you have collected more information. In this case, it may even be a good idea to let the other party make the first offer. You might forgo the opportunity to anchor the negotiation, but you also avoid the downside of not anchoring aggressively enough. Notice that a lack of information can also lead you to anchor too aggressively, demanding an amount that might offend the other side and drive them away. In other words, asking for too little diminishes the amount of value you can capture; asking for too much diminishes your chances of consummating the deal.


3) AVOID DWELLING ON THEIR ANCHOR: If you are surprised by their offer, probe a little to find out if there is in fact any substantive new information that you can obtain. If no such information is forthcoming, quickly shift attention away from the anchor by sharing your own perspective and defining the negotiation in your terms.


STRATEGY 2: AVOID MAKING UNILATERAL CONCESSIONS - Luckily, a norm of reciprocity pervades most negotiation contexts: parties widely expect and understand that they will take turns making concessions. If the other party violates this norm, you should rectify this problem iimnTiediately. The next five points show how to so.


STRATEGY 7: BE AWARE OF THE EFFECTS OF DIMINISHING RATES OF CONCESSIONS - In most negotiations, concession rates follow a pattern: early concessions are larger in size than later concessions. In other words, negotiators tend to offer diminishing rates of concessions over the course of the negotiation.


Negotiation Genius contends that negotiation is not all art and devoid of science; it offers a systematic approach predicated upon research derived from the experiences of thousands of clients and executive students. The authors assert that their approach, which they refined in the MBA and executive education courses they teach at the Harvard Business School, provides a framework that will allow the reader to experience acceptable negotiated outcomes on a regular basis.


Other books that address the negotiation process often fail to provide the reader with strategies that are appropriate for contemporary challenges such as deception, irrationality, and anger. In Negotiation Genius, Malhotra and Bazerman do not hesitate to consider such challenges and offer practical strategies that they have proven effective.


According to Deepak Malhotra and Max H. Bazerman, chances are the main hurdle to smooth negotiation is behind 1 of these 3 questions. When you label someone "irrational," you limit your own options, as they write in Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond. The following excerpt describes strategies and tactics to overcome another party's counterproductive behavior and keep the deal on track.


What appears to be genius actually reflects careful preparation, an understanding of the conceptual framework of negotiation, insight into how one can avoid the errors and biases that plague even experienced negotiators, and the ability to structure and execute negotiations strategically and systematically.


As the executive's question reveals, negotiators often struggle with the task of trying to negotiate with those who behave recklessly, strategize poorly, and act in ways that seem to contradict their own self-interests, and any would-be negotiation genius needs to understand how to deal with these obstacles.


The problem of hidden constraints is present in many negotiations. When a firm loses a star employee because it refuses to raise her salary to match a competitor's higher offer, the firm is not necessarily behaving irrationally; it may instead be constrained by an HR policy that restricts it from creating huge pay differentials in the firm.


More generally, people will sometimes reject your offer because they think it is unfair, because they don't like you, or for other reasons that have nothing to do with the obvious merits of your proposal. These people are not irrational; they are simply fulfilling needs and interests that you may not fully appreciate. When others appear irrational, negotiation geniuses do not write them off as crazy. Instead, they investigate: "What might be motivating her to act this way? What are all of her interests?"


Read Or Download Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond By Deepak Malhotra Full Pages.Get Free Here => =1400105404Whether you've "seen it all" or are just starting out, Negotiation Genius will dramatically improve your negotiating skills and confidence. Drawing on decades of behavioral research plus the experience of thousands of business clients, the authors take the mystery out of preparing for and executing negotiations?whether they involve multimillion-dollar deals or improving your next salary offer. What sets negotiation geniuses apart? They are the men and women who know how to: ?Identify negotiation opportunities where others see no room for discussion ?Discover the truth even when the other side wants to conceal it ?Negotiate successfully from a position of weakness ?Defuse threats, ultimatums, lies, and other hardball tactics ?Overcome resistance and "sell" proposals using proven influence tactics ?Negotiate ethically and create trusting relationships, along with great deals ?Recognize when the best move is to walk away ?And much, much more. This book gets "down and dirty." It gives


Too many negotiators rely on gut instinct or, worse, believe that negotiation is all about art and no science.These people, believing that negotiation is about art, also tend to believe in improvisation, and fail to prepare effectively.


Determine your BATNA is the first step in any negotiation because you have to ask yourself, what will do you if the current negotiation ends in no deal? Your BATNA is the reality you will face if you reach no deal in the current negotiation.


Genius is a Java-based negotiation platform to develop general negotiating agents and create negotiation scenarios. The platform can simulate negotiation sessions and tournaments and provides analytical tools to evaluate the agents' performance.


This includes the user guide explaining how to use it, a number of negotiation domains and negotiating agents, and examples how to implement a negotiation strategy. The software requires a Java Runtime Environment, preferably version 1.8.


Whether you've "seen it all" or are just starting out, Negotiation Genius will dramatically improve your negotiating skills and confidence. Drawing on decades of behavioral research plus the experience of thousands of business clients, the authors take the mystery out of preparing for and executing negotiations--whether they involve multimillion-dollar deals or improving your next salary offer. What sets negotiation geniuses apart? They are the men and women who know how to: -Identify negotiation opportunities where others see no room for discussion -Discover the truth even when the other side wants to conceal it -Negotiate successfully from a position of weakness -Defuse threats, ultimatums, lies, and other hardball tactics -Overcome resistance and "sell" proposals using proven influence tactics -Negotiate ethically and create trusting relationships--along with great deals -Recognize when the best move is to walk away -And much, much more This book gets "down and dirty." It gives you detailed strategies--including talking points--that work in the real world even when the other side is hostile, unethical, or more powerful. When you finish it, you will already have an action plan for your next negotiation. You will know what to do and why. You will also begin building your own reputation as a negotiation genius. 041b061a72


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