Never enter „foreigners“ into your negotiations, especially external consultants on the other side, until you fully understand who they are and what their role is. (If the other party believes it is necessary to involve such advisors, perhaps you should?) Even if you think you know the other side well, make sure you establish their roles and who is the real decision maker. See further! The following precautions should prevent traders from falling into the trap of the framework: during a sale negotiation, check that your trading behavior is in accordance with your ethical standards. If a buyer is skeptical about your claims, you can offer to add an emergency agreement to your contract. For example, a developer could promise to pay a fine or accept a lower payment if it cannot meet construction deadlines. Our past investments, whether in the form of money, effort or time, often push us to defend them vigorously. Although we know that they are false or that they may be false, they trap us. Avoid the trap of the agreement: the teams facilitate the deadlock in negotiations with negative negotiating areas. / Cohen, Taya R.; Leonardelli, Geoffrey J.; Leigh Thompson.
Now it`s really serious! This trap really belongs to Part 1 of this article in preparation. Unfortunately, many of those who fall into this trap only realize it when it is far too late. Many examples of this trap are the fact that you are faced with an unexpected „fact accomplished“ where you have no choice but to accept the agreement on the table, not to impose sanctions if the agreement does not continue as you wish. An essential part of your preparation must be to find a few! However, mismanagement of your relative power bases can easily be a trap at a later stage. in which you can fall, from deception by new requirements to a late stage time , or to let yourself be overwhelmed by the larger apparent size, the size of the seniority or the size of the other side. The only answer to this last trap is to be courageous and apparently confident and to refuse such obvious benefits. Honourable negotiation requires mutual respect between equals. Of course, you can`t insist, but you can see that your own way of thinking is crucial. If you really think you`re the weakest party, you probably will – and you might have to change the team, or even (a useful tip!) the agenda? Many of us will probably know the best practices for negotiating big deals, but what about all the hidden pitfalls, tricks and pitfalls that each of us could fall into from time to time if we are not properly prepared and on our guard? In this article, we will examine the importance of preparation in the first part, on which everything else may depend. In Part 2, we will look at the negotiation process ourselves, and in Part 3 we will look at what you may encounter when you start to conclude your really important agreements.
And you notice? These pitfalls and tips for managing them apply to all businesses we may have to negotiate at work or outside of work, with colleagues and suppliers, family members and, occasionally, with friends! Can I draw your attention to another trap that may be unexpected? They may be fascinated to know that in all the negotiating workshops I conduct, the less experienced a negotiator can be, the more „obvious“ the thoughts of these articles seem and the less they can be appreciated. Often, it is only through hard-won experience of stumbling into unmonitored traps, as we can all be confronted from time to time, that the value of identifying best practices and the need for constant practice become truly evident! Keywords: agree bias; The trap of the agreement; Negotiations deadlock; Teams; Groups First of all, note that you can`t get to that people give you everything you want – and the constraint rarely works.