Learning from the following favorite words：
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When a stronger party is taking a tough financial stance, it’s easy to believe that the negotiation is entirely about price. The fact is, nonmonetary considerations are often more important to one or both negotiating partners than you might expect.
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How can you generate an elegant solution in your negotiations with a stronger partner? First, to improve your walk-away, think about altering your own business strategy. Specifically, look for low-cost ways to generate greater returns under your current contract.
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In mangy negotiations ,the parties at the table represent large constituencies. Whether the negotiators are corporate employees or neighborhood activists, it’s unreasonable to expect them to communicate the results of sophisticated technical analysis to their constituents without help.
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When confronted with an unattractive offer from a powerful competitor, the best way to alter the balance of power may be to seek an elegant solution. An elegant solution often exports the underused resources of one negotiating partner for the benefit of both. Such a solution may require a substantial investment of time, money, and effort- and it doesn’t emerge on its own.
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You can’t win at win-win negotiation until you find your way into the trading zone. A joint fact-finding process can help you get there….Use the results of joint fact-finding to get your counterparts to go to their back table and force a reconsideration of their interests.
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The advisers’ initial findings are likely to trigger a set of second-order questions, and the parties shouldn’t hesitate to send the analysts back to work. Although repeated face-to-face exchanges will be limited by time and money, a collective examination of a range of what-if scenarios is crucial to finding the trading zone.
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Vivian chih’s sharing of negotiation skill
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It’s important that the parties engage in a face-to-face exchange to consider what their advisers have produced. Advisers can present various courses of action, highlighting the probable gains and losses associated with each, but decisions should be made by the parties.
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Whether negotiations are taking place inside a corporation or in a more public setting, all parties need to meet with their hired technical advisers throughout the entire joint fact-finding process. Joint fact-finding will fail unless open communication exists among technical advisers, the negotiating parties, and each side’s constituents.
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Define the appropriate methods of analysis. It is important to ask all advisers to subscribe to the ground rules. They also need to make explicit the assumptions they bring to the task at hand.
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The simplest way to generate ground rules is to have a trusted intermediary, such as a professional mediator with the appropriate technical background, carry drafts from party to party until they reach agreement.
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