Download The Hidden Rules of Successful Negotiation and by Marc O. Opresnik PDF

By Marc O. Opresnik

Negotiations in specialist or deepest existence frequently take an unsatisfactory direction as a result of tension, war of words with competitive or unfair habit, or due to overwhelming situations.
Negotiations quite often require a radical coaching, approach and a cosmopolitan tactic to make us think secure within the presentation of our ambitions and arrive at a collectively passable end result. traditional books approximately negotiations tend to be constrained to techniques and methods, yet miss components of mental conversation and emotional intelligence, which come with non-verbal conversation and empathy, which in flip are crucial for winning negotiation. for that reason, this booklet at the one hand constitutes the basic concepts and methods within the context of negotiation, but in addition considers "soft talents" with no which negotiations can't be successful.
This booklet provides useful examples in facing occasions similar to wage, agreement and revenues negotiations. specifically on context and time applicable negotiation concepts; interpreting negotiation companions and their reasons; interpret crew approaches, and the way to effectively enforce negotiation psychology.

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Additional resources for The Hidden Rules of Successful Negotiation and Communication: Getting to Yes!

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Who is the decision maker? Gather as much information as early as possible about your fellow negotiators, about the company and its decision makers. From 2010 Dr. Dietmar Otti was managing director for marketing of Axel Springer Media Impact, the central marketing unit of Axel Springer AG, and he has held other outstanding positions, including General Manager and Managing Director of various companies. His experience has shown him that it is crucial to learn what latitude is available and he sees the right amount of preparation and calmness as critical because it helps give one increased confidence in one’s own strengths.

Make a list of stakeholders. • Analyze the interests of the parties: What are their likely interests and the importance these might have for the discussion? • Develop measures for acting individually with each stakeholder. As shown above, you should consider in this context, what stakeholder needs can be satisfied by achieving your goals. In this way you can remove obstacles and establish support. The following figure provides an example of stakeholder management (see Fig. 1). • After you have made the list of key stakeholders, the question arises as to what interests and influence the parties have on the proceedings: Determine who has a big rather than a small influence vested in a particular solution.

If you are then able to pass through these troughs—in the knowledge that you are on the right track, and in the confidence that it will again get better—then you can motivate yourself and this source of motivation can be used in every situation. Although to date no definitive instructions exist on how to achieve such a goal, there is some basic knowledge that can be used to obtain a positive attitude. Focus on strengths, not weaknesses This is a fundamental and crucial point. You are—in whichever area—not going to be successful by only dealing with your weaknesses.

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