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- Аноним8 ноября 2022 г.Читать далее
Business leaders today report feeling that they must constantly negotiate to extract complex agreements from people with power over industries or individual careers. Sensing that they're in continual danger makes them want to act fast, project control (even when they don't have any), rely on coercion, and defuse tension at any cost.
The end result may be a compromise that fails to address the real problem or opportunity, increased resistance from the other side that makes agreement impossible, resentment that sours future negotiations, a failure to develop relationships based on mutual respect and trust, or an agreement that creates enormous exposure to future risk.
To avoid these dangers, executives can apply the same strategies used by well-trained military officers in hot spots like Afghanistan and Iraq. Those in extremis negotiators solicit others' points of view, propose multiple solutions and invite their counterparts to critique them, use facts and principles of fairness to persuade the other side, systematically build trust and commitments over time, and take steps to reshape the negotiation process as well as the outcome.328 - Аноним8 ноября 2022 г.Читать далее
Negotiators in dangerous situations try to act fast to reduce the perceived level of threat. They often dive into discussions before they've fully assessed the situation, reacting to assumptions and gut feelings - and they tend not to test or revisit those assumptions. So business and military leaders alike end up negotiating on the basis of incomplete or incorrect information - which often leads to conflict, impasse or a solution that addresses only part of the problem or opportunity. But in fact they usually have more time than they realize to talk, consider and respond.
324 - Аноним8 ноября 2022 г.
Start by soliciting the other person's or group's point of view. Use what you learn to shape the objectives of the negotiation and to determine how you'll achieve them.
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