Learning from the following favorite words：
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Winning at win-win negotiation in internal situations requires the same commitment to getting into the trading zone, and creating and then claiming value, as winning in negotiations with external partners.
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The best way to work work out these internal conflicts is through direct negotiations among those affected by proposed management changes. Efforts to impose solutions from the top, although still the norm, are not as effective as agreements reached voluntarily by those who know the most about whatever has to be worked out and by those who have to implement new ways of doing business.
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Winning at win-win negotiation with strategic part partners requires a light touch. When long-term relationships between companies or negotiating partners are important, how much you win in the short term (in a single deal) is less important than maintaining relationships and leaving open the possibility of doing especially well in future interactions.
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When the other side is a key strategic partner:
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The challenge for strategic allies is to move effortlessly into value creation and only after that fall back on value distribution, with an emphasis on fairness and trust.
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Avoid surprising partners you care about. No one likes surprise in a negotiation. We want to believe we’ve considered all the possibilities internally before coming to the negotiation table. Surprise reveal that we’re unprepared, and they also ex-pose us to risk.
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Emphasize the relationship’s long-term importance. When a business relationship is critical, we need to devote not only more time and energy to it but also more of ourselves. By getting to know your partners on a personal lever, you can create social capital—goodwill or trust you can draw on over time.
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Keep in mind that everyone’s interests always change in response to the unique opportunities and pressures they experience, both internal and external.
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When negotiating with your most important strategic allies, emphasize creating value even more than you would with nonstrategic partners. Wining at win-win negotiation with a strategic ally should be framed in terms of long-term gains and losses.
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Focus more on creating value, less on distributional battles. While value creation is a cooperative enterprise, value distribution is primarily competitive—gains for one side typically generate losses for the other.
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