MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

information will allow us to choose the right strategy and tactics. • The opponent's point of view. Avoiding falling into the Stockholm Syndrome, we must put ourselves in the other person's shoes, so that we can not only foresee their behaviour and reactions, but also obtain information that will allow us to identify the other person's needs and interests, which will make it easier to find mutually beneficial points of agreement. • Training. When we have to conduct particularly complex negotiations, it is advisable to train beforehand. Ask a colleague to play the opposing party and negotiate with them. This simulation will allow us to analyse our own behaviour, recognise our weaknesses and can help us to overcome moments of tension with greater possibilities.

10.6. Phases of negotiation

Every negotiation has certain phases that are always repeated. We will briefly analyse each one of them, with special emphasis on the first one, since the others can be extracted from what we have analysed so far.

10.6.1. Preliminary phase

The basic objectives of this phase are:

• Building a positive climate. • Define the situation and establish the rules of the game. In order to do this, it is important to define and establish some eminently practical issues: • The venue and the physical location of the negotiators. We have already seen that it is possible to negotiate either at home, at each other's homes or on neutral ground. In all cases there will be advantages and disadvantages. In any case, it is important to consider the following aspects, which can help us to achieve a pleasant and trusting working atmosphere.

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