Learning from the following favorite words：
“THREE STEPS TO NAVIGATING YOUR WAY THROUGH HIGH-TECH NEGOTIATION:
1.Avoid communication errors and build trust
2. Manage complexity and uncertainty
3. Anticipate the difficulties of strategic alignment
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Merely insisting on or promising organizational change is unlikely to produce the desired results. When you’re altering systems, strategy, or values, resistance is almost inevitable
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Learning from the following favorite words：
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In my research, I’ve discovered that those who can live with ambiguity a little longer are more likely to reap substantial benefits than are those who seek to quickly eliminate it.
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Whenever technical complexity threatens to impede communications, it’s important to emphasize trust-building measures. Quite simply, by saying what you mean and meaning what you say. Do’t sugarcoat bad news, and don’t make commitments that you’re not sure you can keep.
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Negotiators can avoid miscommunication about technology by agreeing on explicit procedural ground rules before getting down to substantive business.
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Submitting Multiple proposals early in the process is the best wawy to smoke out regulatoty concerns, Instead of asking for a reaction to a specific thchnology or a radically new disign, put forth several rough sketches and ask what;s necessary to win approval of such designs.
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I have identified three primary strategies that will help you sidestep them–avoiding communication errors and building trust, managing uncertainty using contingent agreement, and preparing for strategic realignment.
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Negotiators can use contingent agreements for several reasons, including making commitment more self-enforcing, managing technical disagreement, avoiding the need to reconvene if difficult circumstances arise, and reducing the chances of future litigation.
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Some argue that contingencies unnecessarily complicate business contracts and other kinds of agreements. It’s true that contingent agreements can add complexity to a negotiation; but with a little preparation, the benefits will far outweigh the costs.
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In consensus building it’s important for team members to debate issues in a way that draws upon the best joint fact-finding information available and upon a broad range of possible ways to respond to everyone’s concerns.
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