MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

I have better offers. This can be answered in three different ways:

- Advise them to accept them (it is a high risk but it will allow you to see if it is a scam). - Ask them to show them. - So my offer is fine, he just wants me to justify the price. • The fading attraction . An offer that seemed wonderful at first glance aroused our interest, but subsequently became less and less appealing. • The good guy and the bad guy . In negotiations involving more than one negotiator on each side, a team observes that one person is terribly hard, rigid and stubborn while the other is open and reasonable, but unable to convince his or her partner. This tactic, one of the most commonly used, has more complex versions when negotiators alternate roles or when the role of the bad guy is left to "circumstances, the system or internal operating rules". • Limited powers . Once an agreement has been reached, one of the parties declares itself incompetent to sign the agreement itself and makes it conditional on the approval of its superior. • The closed position . One of the parties makes it impossible for it to give in, even if it understands that its position is negative, its previous actions prevent it from changing its position. - For example, before negotiating, it has publicly declared that it will not give an inch on its positions. If he wants it, he takes it, and if he doesn't, he knows it. • Information falling from the sky . At the end of the negotiators' round, our opponent "mistakenly", albeit on purpose, forgets notes and documents containing key information. We are tempted to read them and become conditioned by false information. • Out of bounds . "Let's agree on some issues that we won't discuss. This allows you to narrow the field of negotiation and gain some leverage before you start.

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