Tactics Alert Boxes
In the following, I will present to you a few popular tactics. Please note that this area will be expanded based on your participation in the discussion forum, so that I can also learn from your experiences.
I. THE HAGGLE
Haggling happens when one party opens a negotiation by making an extreme or unreasonable offer, and concedes sparringly while trying to obtain a more generous concession from you.
Responses:
- Deal with the haggle by jointly discussing how to approach the negotiation;
- Ask for interests clearly and often, and remember to share yours;
- Brainstorm options before evaluating them;
- Prepare your BATNA
II. ANOTHER BITE IN THE APPLE
This tactic occurs when negotiating issue by issue and the other negotiator reopens the discussion on a closed issue. Though there are legitimate reasons for reopening issues, this action is a difficult one.
Responses:
- Use the small steps approaches to clear priorities and jointly decide ahead of time on the procedures how to reopen an issue;
- Spend time understanding why the issue is being reopened;
- Understand the other's party interest;
- Share your interests as well as your constraints;
- Agree that if changed circumstances are the cause of reopening verification will be required and needed.
III. CHERRY PICKING
Occurs, when you are negotiating and the other negotiator tries to maximize their take on each issue without regard to the whole agreement.
Responses:
- Be clear from the beginning that you are making tentative agreements contingent on the whole;
- Pont out this behavior if you see it emerge, so you can keep the negotiation on track;
- Explain the links you see between key issues and discuss these in relation to interests and objectives;
- Evaluate the agreement as a whole during your negotiation.
IV. HOARDING
Happens when a negotiator latches onto any idea you put out there.
Responses:
- Before negotiations, agree to brainstorm - invent options, not decide;
- Remind the other party that you are not offering these ideas for commitment.
V. THE FLINCH
No matter what you begin with, the other party reacts as if it is extreme. The goal of this tactic is for you to lower your aspirations and make larger concessions.
Responses:
- Try to learn more about the other's interests;
- Inform the other about the objective benchmark of your offer.
VI. ABSENTEE
When the 'wrong' people are at the table, you can encounter this 'my hands are tied' tactic. The people at the table may agree with you but say that other parties make the decisions (eg. in a salary negotiation with your supervisor, or your son wants an ice-cream but you want mommy to decide, etc.)
Responses:
- Find out as early as possible whether the person you negotiate with has the authority to negotiate;
- You may need to design your negotiation in such a way that it includes input from another party before a decision can be made;
- Help your counterpart persuade their internal decision-makers.
VII. OLD DOG
This is the inflexible negotiator who won't change or learn new tricks.
Responses:
- Try to prepare so you can decide how to negotiate;
- You can choose to not play the game - Strengthen your BATNA and be ready for a NoGo alternative;
- Play the haggling game: Know your goals and limits!
VIII. START FROM SCRATCH
You negotiate for your salary for months and agree in principle, but at the end the other party changes their approach to one in which the only apparent incentive is to reduce costs or the use of resources.
Responses:
- Understand your BATNA and improve it;
- If your BATNA is strong, reveal it!
- Align your internal team to support you;
- Change the player on the other side or bring in additional parties;
- Keep price tied to value to avoid making costly concessions;
- Avoid concessions that are not reciprocated;
- Avoid making price the final item to be negotiated;
- Focus on long-term advantages of a deal.
IX. FAIT ACCOMPLI
This tactic occurs when the negotiator tells you the decision has already been made on their side. The person does this to get the agreement on their terms.
Responses:
- Design the negotiation process to build in communication and consultation before decision-making;
- Explore for any interests that are met by this tactic;
- Assert that this is joint decisionmaking rather than unilateral moves;
- Strengthen and disclose your BATNA.
X. GOOD COP, BAD COP
A classic! The person you are negotiating with develops a warm relationship with you but they require input from a hard-nosed partner who uses coercive pressure.
Responses:
- Identify this tactic when it occurs;
- Bring additional members to your team to even the personnel ledger;
- Stay focused on I2ONoG and resist coercive pressure;
- Separate the substance from the relationshop - deal with each on its own merits.
We will discover more tactics until this website expires. As noted earlier, the content of this website will be moved into the 'Publication' section of rocha.international. But, as you can see, you can handle of all of these tactics by being prepared, informed and educated about your own moves.
