MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

• Can precedents be set? • Will the agreement be enforceable? • How much time do I have to negotiate? • What will be the role of the other negotiator in the implementation of the agreement?

• Will the future personal relationship be important? • Is the reliability of the agreement high or low? • What is the most appropriate strategy for this negotiation? • In what scenario are we going to negotiate? • Etc.

Parallel to the formulation of these questions, it is necessary to collect the necessary information to successfully develop the negotiation. Some of the fields to be defined are: • Search for information on the situation of the other party. Financial information, compliance with previous commitments, negotiating history, current situation, etc. • Issues to be negotiated. Priorities and sequencing. It is advisable to start with the easy issues, move on to the difficult ones and leave the complex ones until the end. This will broaden the common ground and make it easier to reach agreement on the more complex issues. • Arguments. Although we have pointed out that the number of arguments defending our position should be reduced, it is necessary to be able to reason our positions. We need to analyse the arguments that defend our position and choose those that are really solid, even if it is only one. • Concessions: What concessions will we give and in what order? This can be analysed in terms of the cost to us and the value the other party will place on them. • Our own and the other party's strengths and weaknesses. It is important to know our strengths and weaknesses, to know where we stand in the negotiation and to try to find out where the other party stands. This

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