Igor ryzov - the Kremlin school of negotiations. Kremlin School of Negotiations Kremlin School of Negotiations read
Managers use a variety of negotiating techniques in their work. Someone prefers not to explain anything at all, but only directively expresses his point of view, someone takes an assistant with him to the negotiations and plays the “bad” and “good” policeman.
I want to tell you about a very effective system of negotiating, which is popularly called the "Kremlin". I talked about it in detail in my book “Tough Negotiations. How to benefit in any circumstances.
The technique is based on 5 postulates. Today I propose to analyze the first 2 postulates.
Postulate No. 1. Be silent and listen carefully to your opponent
Be silent and listen. It would seem that this is hard or cruel? At first glance, really nothing. But if you look closely ... What happens when the opponent is silent and listens carefully? We talk. When we are listened to, and attentively, taking notes of what we say, we open up. To use the technique of "be silent and listen" - this is the work with human vices. People are chatty. We scatter the so-called "beans" - we give out a lot of unnecessary information, we tell what we were not asked about.
Those who are engaged in purchases are fluent in this technique. Many experienced managers, having invited their subordinate to the office, simply say hello and say the phrase: "Well, tell me ..." - and a less experienced negotiator begins to lay out a lot of information about which he was not asked at all, that is, "scatter the beans."
Very often, it is enough just to listen carefully and the opponent will present everything on a “silver platter”.
Postulate number 2. To ask questions
The speaker listens and asks questions. Thus, he directs the conversation in the direction that is interesting and beneficial for him. And often the negotiator, who is being listened to and asked questions, falls into this trap and begins to tell more and more, even, as it were, “offer”. This is a very significant moment. At this stage, under such circumstances, the first role distribution occurs: host-guest.
The owner is the one who asks questions. The guest is the one who answers them. The host asks, the guest offers. This is where the most famous role-playing couple is born: you offer me, I have the right to choose. I am the owner. When you are at home and a guest comes to you, you can calmly question him. The host in the negotiations is not the one to whom they came or came, but the one who asks questions. It is he who manages the regulations, although the opponent is sure that the situation is quite the opposite.
It seems to us that by talking a lot, we control the conversation. But it's not. The one who asks questions and listens controls the conversation.
CASE: Negotiations in an official's office
Visitor (P): We want to ask you to allocate land for us to build a supermarket.
Official (H): What are you planning to sell?
P: Consumer goods. They are important for people, and we have experience of such work.
C: Tell me more.
P: We have been working since 2000 in many regions and we have rich experience, a lot of feedback.
C: And in our region?
P: No experience yet.
C: That's when you gain experience, then come.
The official from the very first second took the role of the host and asked his guest about everything, after that he had already made a decision. And the one that was beneficial to him.
Postulate No. 3. Set a scale of values
The one who acts as the owner begins to introduce his own system of values. This is his next step in negotiations. And as soon as he introduces his own scale of values, the situation immediately changes dramatically. The one who acts as a host can at any time, based on his scale, both raise and lower the interlocutor - the “guest”.
CASE: Scale of values
300 eminent scientists gathered in the big hall. They brought them a bag containing 15 items. What kind of objects were in the bag, the scientists did not know in advance. They poured the contents of the bag onto the table and gave the task: to arrange these items in order of their importance. Moreover, there is one caveat - these are the items that remained after the shipwreck. The time allotted for the task is 30 minutes. Half an hour later, a certain representative of law enforcement agencies comes into the room (this can be seen from his form and appearance, manner of bearing) and asks the scientists if they completed the task. As expected, they did not do it - they could not come to a common opinion. And at this moment a person says: “And after that you consider yourself real scientists? You couldn’t even manage such a simple task!”
A comment:
Do you feel how the importance of scientists immediately dropped? Now back to the negotiations. Those who are engaged in sales, probably, more than once faced with the following situation. A purchasing manager trained in negotiation looks at your offer, tosses it aside and says, “Do you think you're the only one? Do you consider yourself unique? As expected, the importance of a person immediately decreases.
Or another example. The boss says to his subordinate: “Do you consider yourself a star? Are you the only one?" Almost always, such a turn of the conversation leads to one thing: according to his scale of values, a person instantly slides down, as if on a ladder.
Postulate No. 4. Make a man an offer that he cannot refuse
So, when your own scale of values is introduced, a person instantly falls into a dependent role. Naturally, being in such a situation is unpleasant for him. Therefore, he tries in every possible way to get out of it. At this point, a professional tough negotiator will apply a technique called "lay the red carpet."
By devaluing, a tough negotiator seems to press his opponent against the wall and does not give him the opportunity to get out of this unpleasant situation. When a person does not see a way out, he begins to desperately resist or, conversely, tries to run away. But if he is shown a possible way out, to designate it, then the result will change radically.
LIFE HACK: when you go to negotiations, prepare two technologies: according to one, the opponent will win, and according to the second, he will lose. If the second moment comes, it is important to be able to “lay the red carpet”, along which the loser will go, willingly accepting his defeat himself. Only then will he be satisfied with the outcome of the negotiations. This is the basis of the fourth postulate: make a man an offer he cannot refuse.
How it works?
You start with the phrase: "Well, since you came, so be it, if you give me a discount, I will consider your offer." most of the time, the person happily accepts it.
First, he was listened to attentively, after that he was asked questions, directing him in a direction that was pleasing to the other side. During this time, he gave out a lot of unnecessary information, what no one even thought to ask him about. Then imperceptibly, easily and accurately, they introduced their own scale of values, according to which its significance fell sharply. And now he is in that role and in that position from which I really want to get out. And at this moment, “laying the red carpet”, they show him the way out! And, of course, he will gladly use it - the situation for which he was not ready is too unpleasant. Moreover, the conditions of this "sudden exit" to some extent correspond to what he wanted to achieve. But only to some extent and only at first glance.
If you believe the statistics, then in about 80–90% this method really has its results. But is 90/10 always enough for us? After all, sometimes we need a 100% known result.
Therefore, another leverage was developed that would increase the gain in negotiations up to 98 percent.
Postulate No. 5. Leave a person in the zone of uncertainty
One of my acquaintances, a buyer of a large federal network, said: “No one has ever squeezed better conditions out of a supplier than he does it himself.” What does it mean to leave a person in the zone of uncertainty?
Phrase examples:
"I don't know how my management will react to your refusal."
"I don't know if you will be able to 'enter' our retail network."
It is difficult to convey in words what is going on in the seller’s head at this moment. After all, his brain has already "drawn" all the "charms" of this situation with its future results for business. And at such a moment, which of us did not start asking and persuading, begging, begging for another chance, promising the opponent all conceivable and unimaginable bonuses?
Why it happens? We are driven by fear. Fear is the strongest weapon. Otherwise, the feeling of fear can be called a state of remotivation, need. This is a state when a person is in dire need of a deal, when he really needs a sale, signing documents, in a new position. This happens not only in business relationships. The state of "need" is not alien to interpersonal relationships - when a spouse is in dire need of another spouse. When a person cannot think soberly, evaluate the current situation, his brain begins to draw negative consequences ... In such a situation, a person “clings” to the chance that he was given. Who gave? Tough negotiator.
It should be noted that the Kremlin school of negotiations is very effective. However, every medal has two sides and I would like to measure it from all sides.
How to measure the effectiveness of any negotiation system?
There are three vectors by which it is evaluated:
- The negotiation system should lead to a reasonable agreement, if possible.
- It must be effective in order to achieve the results of the case.
- It should improve or at least not worsen relations between the parties.
He is really confident at that moment and believes that both sides have won. And he somehow achieved his goals. After all, he received a contract, or a letter, or the patronage of structures ... He still got some kind of win. But then, at some point, there comes a feeling that I compare with the feeling of a “hangover”. When the head begins to sober from yesterday's fun, and you begin to understand that you did something wrong. Or rather, that something was wrong with me! And this feeling of "hangover" begins to depress.
In particular, this is one of the reasons why this technique does not lead to long-term relationships, which is extremely important in the world we live in today. If you don’t need long-term relationships, if for you it’s just one-time negotiations and everything needs to be decided “here and now”, then this method is undoubtedly effective. But if you are aiming for a long-term contact, or at least one more contact with this interlocutor, or to receive a recommendation from this person, then it is worth considering.
One of the outstanding diplomats and politicians of the past century, Andrei Andreyevich Gromyko was a perfect master of the skills of the "Kremlin School of Negotiations". A man of the era, who outlived almost all the general secretaries of the Soviet Union, he began his diplomatic career in a very difficult period of history - during the leadership of Stalin. His first known post was as Soviet Ambassador to the United States. In the West, Gromyko was called "Mr. No." However, the diplomat himself said that he heard "no" much more often than he said it. The ability to negotiate, even if in a tough style, was an essential skill for diplomats of that time. What was the “Kremlin School of Negotiations” based on? It is based on five postulates. Let's analyze each of them.
1. You must be silent and listen carefully to your opponent
Be silent and listen. What happens when the opponent is silent and listens carefully? We talk. When we are listened to, and attentively, making notes in the course of our speech, we open up. To use the technique of "silence and listen" - this is the work with human vices. People are chatty. They give out a lot of unnecessary information, telling what they were not asked about.Very often, just listening carefully is enough, and the opponent himself will present everything on a “silver platter”. Giving out a lot of information that we were not even asked about, we simplify the task of the interlocutor and complicate ourselves.
2. Ask questions
The speaker listens and asks questions. Thus, he directs the conversation in the direction that is interesting and beneficial for him. Often a negotiator who is being listened to and asked questions falls for this trap and begins to talk more and more while making offers. This is a very significant moment.It is at this time that the distribution of roles occurs. Already at this stage, the first role distribution takes place: the host - the guest. The owner is the one who asks questions. The guest is the one who answers them. The host asks, the guest offers. It is here that the famous role-playing couple is born: you offer me, and I have the right to choose. I am the owner. When you are at home and a guest comes to you, you can calmly question him. The host in the negotiations is not the one to whom they came or came, but the one who asks questions. He is the one who manages the rules. The opponent says everything, and it seems to him that he controls the conversation. However, the one who asks questions and listens controls the conversation.
3. Set a scale of values
Then the following happens. The one who acts as the owner begins to establish his own value system. This is the next step in the negotiations. As soon as he introduces his scale of values, the situation immediately changes dramatically. Acting as a host, at any time, based on his scale, both elevate and belittle the guest interlocutor.Those who are engaged in sales, probably, more than once faced with the following situation. A buyer trained in negotiation looks at your offer, tosses it aside, and says, “You think you're the only one? Do you consider yourself unique? The importance of a person is immediately reduced. Or another example. The boss says to his subordinate: “Do you consider yourself a star?” Almost always, such a turn of the conversation leads to one thing - a person instantly slides down on his scale of values.
4. Make an offer you can't refuse
When the "host" introduces his scale of values, the "guest" instantly falls into a dependent role. It is uncomfortable for him to be in such a situation. Therefore, he tries with all his might to get out of it.When negotiating, you always need to prepare two technologies: one technology by which you will win, the other by which your opponent will lose. If the second option comes, then it is important to make sure that the loser willingly accepts his defeat. Then he will be satisfied with the outcome of the negotiations. A man is made an offer he cannot refuse.
For example, it could be framed like this: "Well, since you came, so be it: if you give me a discount, I will consider your offer." In most cases, a person happily accepts this scenario. After all, first he was listened to attentively, then he was asked questions. During this time, he gave out a lot of unnecessary information. Then he was imperceptibly introduced into the scale of values, where his significance fell sharply. He really wants to get out of this situation. At this moment, they show him the way out!
Of course, he will gladly use it - the situation in which he found himself and for which he was not ready is too unpleasant. Moreover, the conditions of this "sudden exit" to some extent correspond to what he wanted to achieve.
In about 80-90% of cases, this method really works. However, there is another leverage that allows you to increase your chances of winning negotiations.
5. Leave a person in the zone of uncertainty
One of my acquaintances, a buyer of a large federal network, says: “No one has ever squeezed better conditions out of a supplier than he does it himself.” What does it mean to "leave a person in the zone of uncertainty"? If he did not accept the offer, you need to tell him: "I do not know how my management will react to your refusal." Or: “I don’t know if you will still have the opportunity to“ enter ”our trading network.”What is going on in the seller's head at this moment? His brain has already "drawn" all the delights of this situation with its results for business. At such a moment, he is most ready for all sorts of concessions on his part. Why it happens? They are driven by the strongest weapon - fear.
How much does the technique described above improve relationships with people? In fact, when your opponent leaves these negotiations, he is very pleased with the result. He believes that the negotiations were held according to the "win-win" scenario. He really at that moment believes that both sides won and he achieved his goals. After all, he received a contract, an agreement or patronage. He still got some win.
However, it should be honestly warned that this technique rarely leads to the establishment of strong long-term relationships, which is extremely important in today's world. It is rather effective for one-time negotiations when it is necessary to resolve issues here and now. If you are aiming for long-term contacts, then in addition to this method, you should master other additional negotiation techniques.
Igor Ryzov
What is stopping you from achieving your goals 100%? Obviously, it depends on the situation. Every time a person wants to accomplish something, he (if a person is practical) first thinks: what will have to be overcome? And often comes to the conclusion that the list of obstacles is almost endless.
And what prevents negotiators, sometimes even very experienced ones, from achieving their goals? Inflexibility of views, unwillingness to compromise, personal ambitions... Yes, and the list goes on and on.
I get asked this question a lot in training. I answer, each time considering the specific situation. However, over the years I have seen that it makes sense to generalize the answers. As a result, this book was born, which does not just provide answers. My ambition was to write a tutorial on one of the most difficult disciplines in business training: the negotiator's handbook. These pages contain exercises that will help you not only learn about the various techniques for conducting successful negotiations, but also immediately practice. The book will become your personal negotiating tool, your arsenal of "fighting techniques."
When I say “you,” I mean, first of all, those who have discovered negotiation both as a science and as a true art. The book will be useful to those who want to prepare in advance for negotiations, calculate all possible steps and options for the development of events. And it is not just words. Studying at seminars and trainings, including at the Camp Negotiation Institute (USA), I have always strived to bring all the most valuable things to life. All thoughts stated on these pages are passed by me through the prism of personal perception, experience, consciousness. All examples given are from personal experience. All recommendations and advice have long been worked out in practice, and their benefits have been carefully analyzed. By whom and when?
May the reader forgive the seeming indiscretion, but the answer will be - me. A person who has over 17 years of experience in sales and procurement. A man who had to conduct complex - and often, at first glance, futile - business negotiations for almost half of his 16-hour work time.
However, perhaps the reader has already come across my first book, Tough Negotiations? Or he heard about it from friends-acquaintances. I hasten to “disappoint” those who have not read it: the title of my first book does not at all mean that negotiation techniques are associated with rudeness or excessive pressure. Just the opposite!
I agree, these days we often encounter "cattle", "boots", "tanks", "kings" and similar characters, with whom, however, we have to deal. The negotiating style of such “persons” sometimes, if not discouraging and confusing, then at least causes difficulties in obtaining the desired result.
In this book, I will introduce you to the special techniques of tough negotiations, which are used, among other things, by the special services. The book will allow you to learn the basic strategies for interception, retention and management in difficult negotiation situations. And also - to work out and put into practice skills that allow you to control the course of tough negotiations. Be sure to work out - that's why I give so many exercises. After all, negotiations are, first of all, practice! Good luck!
Introduction
Each of us remembers very well what he was fond of when he was very young, when he was growing up, when he received a student card ... Having become a student, like many of my peers, I began to practice karate: interesting, prestigious, and - I'm a man , Damn it! The reader, most likely, quite imagines how training takes place in such sections: in spacious gyms, the coach teaches the guys special techniques, skills, and techniques. And of course, a strict coaching order: no conflicts on the street! Of course, we sparred, but contact in the gym was always limited - dangerous, forbidden. At that time, we could well consider ourselves (and, in principle, did so) successful fighters - we took part in rallies, field trainings, went to sports camps, studied techniques, practiced them, demonstrated our skills at competitions of various levels ... And of course, won, won belts. So it justifiably seemed to us that we were serious fighters, full of confidence in ourselves and our abilities. But one banal case put everything in its place.
Late in the evening, the guys and I were returning from training. We were approached by three guys of clearly hooligan appearance and asked to smoke. In such situations, the request to "smoke" does not look entirely harmless, it is quite logical to expect consequences in the style of the "classic of the genre." But you won’t scare us, karatekas! What decision did we make? It's clear what. Full of confidence in our professionalism, we decided to immediately take the fight. Still: we are athletes, we own a real martial art, we definitely had to win. Should have, but...
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From the author
What is stopping you from achieving your goals 100%? Obviously, it depends on the situation. Every time a person wants to accomplish something, he (if a person is practical) first thinks: what will have to be overcome? And often comes to the conclusion that the list of obstacles is almost endless.
And what prevents negotiators, sometimes even very experienced ones, from achieving their goals? Inflexibility of views, unwillingness to compromise, personal ambitions... Yes, and the list goes on and on.
I get asked this question a lot in training. I answer, each time considering the specific situation. However, over the years I have seen that it makes sense to generalize the answers. As a result, this book was born, which does not just provide answers. My ambition was to write a tutorial on one of the most difficult disciplines in business training: the negotiator's handbook. These pages contain exercises that will help you not only learn about the various techniques for conducting successful negotiations, but also immediately practice. The book will become your personal negotiating tool, your arsenal of "fighting techniques."
When I say “you,” I mean, first of all, those who have discovered negotiation both as a science and as a true art. The book will be useful to those who want to prepare in advance for negotiations, calculate all possible steps and options for the development of events. And it is not just words. Studying at seminars and trainings, including at the Camp Negotiation Institute (USA), I have always strived to bring all the most valuable things to life. All thoughts stated on these pages are passed by me through the prism of personal perception, experience, consciousness. All examples given are from personal experience. All recommendations and advice have long been worked out in practice, and their benefits have been carefully analyzed. By whom and when?
May the reader forgive the seeming indiscretion, but the answer will be - me. A person who has over 17 years of experience in sales and procurement. A man who had to conduct complex - and often, at first glance, futile - business negotiations for almost half of his 16-hour work time.
However, perhaps the reader has already come across my first book, Tough Negotiations? Or he heard about it from friends-acquaintances. I hasten to “disappoint” those who have not read it: the title of my first book does not at all mean that negotiation techniques are associated with rudeness or excessive pressure. Just the opposite!
I agree, these days we often encounter "cattle", "boots", "tanks", "kings" and similar characters, with whom, however, we have to deal. The negotiating style of such “persons” sometimes, if not discouraging and confusing, then at least causes difficulties in obtaining the desired result.
In this book, I will introduce you to the special techniques of tough negotiations, which are used, among other things, by the special services. The book will allow you to learn the basic strategies for interception, retention and management in difficult negotiation situations. And also - to work out and put into practice skills that allow you to control the course of tough negotiations. Be sure to work out - that's why I give so many exercises. After all, negotiations are, first of all, practice! Good luck!
Introduction
Each of us remembers very well what he was fond of when he was very young, when he was growing up, when he received a student card ... Having become a student, like many of my peers, I began to practice karate: interesting, prestigious, and - I'm a man , Damn it! The reader, most likely, quite imagines how training takes place in such sections: in spacious gyms, the coach teaches the guys special techniques, skills, and techniques. And of course, a strict coaching order: no conflicts on the street! Of course, we sparred, but contact in the gym was always limited - dangerous, forbidden. At that time, we could well consider ourselves (and, in principle, did so) successful fighters - we took part in rallies, field trainings, went to sports camps, studied techniques, practiced them, demonstrated our skills at competitions of various levels ... And of course, won, won belts. So it justifiably seemed to us that we were serious fighters, full of confidence in ourselves and our abilities. But one banal case put everything in its place.
Late in the evening, the guys and I were returning from training. We were approached by three guys of clearly hooligan appearance and asked to smoke. In such situations, the request to "smoke" does not look entirely harmless, it is quite logical to expect consequences in the style of the "classic of the genre." But you won’t scare us, karatekas! What decision did we make? It's clear what. Full of confidence in our professionalism, we decided to immediately take the fight. Still: we are athletes, we own a real martial art, we definitely had to win. Should have, but...
It was then that a certain “but” appeared, and it was it that turned out to be decisive. The reader has already understood that our forecast was inadequate. Yes, we were defeated, as they say, to smithereens. And to be honest, we got a lot - both physically and mentally. These street hooligans turned out to be much faster and stronger than us. In fact, they did not have the fighting technique studied by specialists, taught by trainers, let alone ours. But our technique was not even useful to us!
So it turns out that a street fighter is stronger than any athlete who trains in the gym. Why? Because the athlete has certain skills, there is training, but there is not enough personal contact. And the most serious and strong fighter is the one who is fluent in technique and knows street tricks.
This is the place to notice: street tricks should not be underestimated. This is from the point of view of science, they should not work, but in life very often - they work, and how! We were young then, experience was just beginning to gain. So they underestimated the power of the "street".
What are these memories of mine? the reader asks. Does the author really want to make it clear that instead of fighting, these unfortunate karatekas had to conduct skillful negotiations? Is the book about this?
Yes, the book is about negotiations. But the main thing in it is the technique of their conduct. By engaging in negotiation, you are, in effect, engaging in combat. And here it is worth knowing exactly how to act correctly - according to theory. But one must be able to resist the "street fighters" who do not know the scientific theory.
The book you hold in your hands combines the many scientific approaches that exist in the modern world of negotiations. And at the same time, it includes the rich life experience that has been accumulated in the process of independent negotiation - both in business and in life, both with government agencies and with the business community.
Chapter 1
How to Stop Losing and Start Winning in Negotiations
Better 10 years of negotiations than one day of war.
A. A. Gromyko
What is negotiation - science or art? Many will answer this question: of course, science! After all, there are certain laws, there are well-honed systems, methods, having mastered which you can become a good negotiator. Certainly so. However, others will say: of course, this is art! After all, there are people who do not need any scientific laws - they are gifted in life. They don't just know, they feel how to negotiate, they can negotiate at any time, with anyone and about anything, and always successfully. Their word, gesture is like a brush stroke by Picasso… Yes, and it is. But the gift of heaven is not given to everyone, although many strive (and study tirelessly) to rise to Picasso. That is why I am of the opinion that negotiations are both an art that is inseparable from a person, and a science where there are clear laws, concepts and goals.
§ 1. Recognize the goals and motives of the opponent in negotiations
Negotiation is, in fact, a certain sport. It is sport that unites both science and art. And in order to become a professional in sports, you need to constantly practice and train. Not a single book, not a single training will make you a great negotiator, only work on yourself. Therefore, dear reader, consider this book as a description of the training process. Everything else is in your hands. The more you train, the more noticeable your skill will grow, the closer you will be to your goal. And it doesn’t matter what mode you train in: during training, during club meetings, with sparring partners, in work situations ... There is only one rule: the more you train, the better the result!
Please think about the question: is it possible to win or lose negotiations?
Many schools of negotiation argue that, of course, you can and should win. In this discipline, there is even a well-written approach - "win-win", you will learn about it further. Others argue that “you can’t lose”, you must always win.
My own point of view (and I am convinced of this):
Negotiations impossible lose or win. But you can determine quite precisely where you are in the negotiation process and what the next step should be.
It is very dangerous to treat the negotiation process in terms of "win" or "lose". There are several reasons. First, when thinking about immediate gain or loss, we focus on tactics, forgetting about strategy. Negotiations turn into duels, and negotiators turn into duelists. Secondly, the assessment of “win” or “lose” does not mean “good” or “bad” at all, because it is impossible to predict how the agreements will affect future processes. Nobody knows the future, we can only guess what will happen. Today it seems to us that we have won the negotiations, and tomorrow we are already sad that we have concluded such an unprofitable deal. There are many such examples.
One of my acquaintances held, as it seemed to him, very good and successful negotiations with one travel agency: as a result, he received a good discount on a ticket. So he believed that the negotiations - won. However, two days later the travel agency went bankrupt, so my friend was without money and without a trip. That is - lost?
I have worked in the liquor distribution market for many years and we have had many similar cases. For example, we reached an agreement with some big company for a very long time, concluded an agreement and, of course, rejoiced. So they said: hurray, we won, we won, we will cooperate! But - this company soon went bankrupt, and we were left without full payment for the previously delivered goods. And what to do next? That is why knowing what your next step will be as a result of the negotiations is extremely important.
Negotiation is not a final round that determines the winner and the loser, it is - process. And sometimes very long. Therefore, from the very beginning, you need to get out of your head the idea that negotiations are another round in a duel. Attitude towards negotiations - only from the point of view of the process.
According to the candidate of philosophical sciences R. I. Mokshantsev, negotiations are a complex process. It includes:
– search for an agreement between people with different interests;
– discussion of differences in the positions of the parties to make an acceptable decision;
– a discussion between two or more parties to overcome incompatible goals;
- an exchange of concessions, during which the concession of one side is a direct and calculated response to the previous concession of the other side;
- continuous communication between parties with different and overlapping interests, during which they either reach an agreement or do not reach - depending on the consequences they expect.
Negotiations necessarily involve a dialogue of equal, relatively independent partners, although their real statuses may be different.
Negotiation is a dialogue of people that can lead to an agreement.
If we talk about negotiations as a science, then the “science of negotiations” is based on mathematics and psychology. And the weight of each of the sciences in the negotiation process depends on the area in which the negotiations are being conducted. So, in diplomatic negotiations, the influence of the queen of sciences - mathematics, is extremely high, although the psychological aspect cannot be discounted. In business negotiations, the distribution between mathematics and psychology is fifty-fifty, 50 to 50. In everyday negotiations, one has to rely mainly on psychology.
Some models of negotiation, built only on theoretical calculations, urge to treat negotiations from a position of logic, setting aside the psychological aspect. Such, for example, is the call to take "middle" decisions to reach a compromise.
In this model, a problem that is simple in theory becomes a dead end in practice. Suppose a seller who wants to sell a product names a price of 10,000 rubles and expects to sell in the range from 8,000 to 9,000, and a buyer announces a price of 8,000, although he is ready to give somewhere in the region of 8,500–9,500. From the point of view of theory everything is simple here: we add, divide and get the value 9,000. Agree, it looks quite nice, but only in theory. Everything in life is much more complicated.
Ivan (I.) and Fedor (F.) are negotiating the sale / purchase of a car. I. sells his car for 1 million and F. has only 800 thousand. And now F. calls I. and says: "Van, I'm ready to pay you 800 pieces." And I., comparing his interests and - the logic of compromise - immediately agrees.
There are fair and successful negotiations. Even, one might say, ideal: everyone gets what they originally wanted. Both must be extremely pleased. Each side should have a sense of winning. But this is only at first glance.
Now try to imagine yourself in the place of the buyer F. Well, yes, you got what you wanted for your money, you didn’t have to (if I. stubbornly) puzzle over where to find more money ... But! Have you thought about the fact that I. behaved somewhat strangely, immediately dropping the price by 20%? Surely the question begins to torment you: “Why did he agree to my price so quickly? It means that something is wrong in the car ... ”And now, the car that pleased you some time ago is causing you serious harm: you worry, doubt.
Now imagine yourself in the place of seller I. Here, in turn, you torment yourself with doubts: “Why did I agree to his amount so quickly? Well, yes, I didn’t count on a million, but - a hundred or at least fifty could have been taken from him ... "
What do we get as a result? It would seem that ideal negotiations are far from perfect, both parties to this deal were not satisfied.
Studies show that the probability of concluding such fair deals is 0.16, that is, it is 16%. It is precisely because the probability of a deal in such negotiations is twice as high as in the gradual convergence of interests model (which is 8%) that this model is so fond of many negotiators. However, for the most part, the results of such honest negotiations are being reviewed. The psychological aspect intervenes. But in the model of gradual rapprochement of positions, it is psychology, from the very beginning and during negotiations, that is a reliable ally and assistant.
Man is not a computer, man has emotions. It is necessary to treat a person not as an object, but as a subject.
Very often we reject even interesting proposals that come from our opponent, and then we cannot explain it to ourselves. Of course, in the future we find an explanation, but how to understand the reason for such behavior - one's own, the opponent's?! After all, from the point of view of common sense, he should have done so ... According to the laws of logic - yes! But there are also emotions. Therefore, in the negotiation process, experts identify very important 3 vectors. It is these three vectors that we will study throughout our book.
The ability to defend your interests.
The ability to manage your emotions.
The ability to manage the emotions of others.
Three competencies of a successful negotiator
So negotiation is first and foremost a process. Types and motives of negotiations must be distinguished precisely from the point of view of the process. There is an opinion among sales specialists that if the buyer invited them to negotiations, he interested in cooperation and, accordingly, will negotiate on cooperation. This is one of the biggest misconceptions.
For several months Andrey, the manager of the building materials sales company, has been negotiating with the purchasing manager of the construction company. Andrey knows for sure (and the buyer does not hide it) that the construction company purchases materials from Andrey's competitor, StroySam. During negotiations with Andrey, the procurement manager of the construction company repeatedly emphasized that they were satisfied with the work with StroySam. They are satisfied with the quality, prices, speed of response to requests. The buyer does not refuse negotiations with Andrey, but the matter still does not reach the specifics. Andrey constantly offers discounts, promotions, better conditions - in the hope of starting cooperation. After 4 months of futile efforts, Andrey accidentally finds out that the buyer used his offers in order to get better conditions from his current supplier.
One of the motives of the parties in the negotiation process is to maintain a dialogue, without concrete solutions.
The example clearly shows that the motive of negotiations on the part of the purchaser was not cooperation at all, and Andrey could not recognize the true driving force, he fell into a trap.
This happens quite often. Having decided to buy a car, a potential buyer arranges a pseudo-tender. He goes to all the car dealerships and in the end gets the best price by saying just one phrase: "Your competitor offered me a lower price." That is, in fact, pushing foreheads of competitors. And managers of car dealerships, thinking that they are negotiating with them in order to buy, come across in the net.
American Doctor of Sociology, political scientist, author of the books "All War Must End" and "How Peoples Negotiate" Fred Charles Ickle identifies the following types and motives of negotiations.
– Negotiations to extend previously reached agreements. Such negotiations are often carried out in the field of trade to extend the term of the contract and to make some clarifications and changes to the new contract, taking into account the prevailing market conditions. Also, such negotiations are not uncommon when extending employment agreements.
– Negotiations to normalize relations. They involve a transition from conflict situations to other types of relations between the parties (neutral or cooperation).
– Negotiations to reach redistributive agreements. The meaning of such negotiations is that one of the parties, taking an offensive position, requires changes in the agreements in its favor at the expense of the other parties. Such negotiations take place when there is a bargain about the price or other material resources. Rent increase or decrease.
– Negotiations to reach a new agreement. They are aimed at establishing new relationships and obligations between the parties involved. This may be, for example, negotiations with a new partner.
– Negotiations to gather information. Indirect results may not be reflected in the agreements, and there may even be no agreements themselves. In this capacity, for example, conversations to establish contacts, identify the points of view of partners, and influence public opinion can act.
Ikle wrote his books in the last century. Considering modern realities, we will continue this list:
- Negotiations to confuse the opponent. This is an imitation of the negotiation process. Very often, opponents enter the negotiation process and deliberately drag it out, realizing that time is their ally. Here, for each of your proposals, you will hear “maybe”, “we need to consult”.
- Provocation. Negotiations to show the non-negotiability of the other side.
It is very important at an early stage of negotiation to recognize the main motive of the opponent and, starting from this, decide on further actions. This is really serious work.
I had the opportunity to negotiate as an intermediary in settling a dispute between two companies and a bank. It was about the joint repayment of debt for a bankrupt enterprise. Each meeting ended in nothing. Meanwhile, our opponent constantly initiated negotiations, declaring his readiness to "positively" resolve the issue. But during the negotiations he constantly put forward absurd demands. Each time after the end of the talks, we could not understand what was preventing an agreement. And at some point it dawned on us: they just do not want to share the costs. Their goal is not division at all. The main task of our opponent is to show our inability to negotiate. Having guessed the true motive, we were able to radically change the course of the negotiation process.
The main task of the negotiator is to recognize what kind of negotiations the opponent is conducting. And already having an adequate picture of what is happening, choose one or another negotiating strategy.
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What are the main postulates of the “Kremlin school of negotiations”? How to resist manipulation and repel the attacks of the interlocutor? What are the four types of behavior in the struggle for profit? How to properly prepare for the upcoming negotiations? How to defend your interests at the negotiating table, managing your emotions and the emotions of your opponents? Igor Ryzov's book compares favorably with the main body of literature on negotiations in that it is built on the author's rich personal experience in the field of procurement and sales and takes into account the behavior, tactics, emotional reactions and phraseology characteristic of compatriots. It describes a variety of "hard" negotiation techniques, including those characteristic of the "Kremlin school", but this is done more with the aim of teaching readers not to succumb to pressure and avoid tricks from opponents than to turn them into adherents of such methods. The author focuses on how to build a dialogue and achieve your goals in a calm, “rational” style, without sacrificing partnerships for the sake of a momentary victory. In addition to working situations in which he himself participated, the author cites plots from the history of Russian and Soviet diplomacy, including the times of the Russo-Japanese and World War II. Anecdotes, humor and self-irony make the book an entertaining read, and a lot of practical tasks, exercises and control questions - a useful practical guide. However, the abundance of quotations from third-party sources, the work of psychologists and negotiation theorists such as Cialdini and Camp, somewhat blurs the line of presentation. Nevertheless, I recommend this book to both professional negotiators and a wide audience - after all, we all often have to defend our interests in everyday life.
Three competencies of a successful negotiator. The result of negotiations is often evaluated in terms of "won" - "lost". But this approach is deeply flawed. The notion that the goal of negotiations is to defeat an opponent turns them into seething duelists and hinders the building of long-term partnerships. It is more correct to view negotiations as a process in which you cannot win or lose, but you can always determine at what stage you are and what next step you should take.
Main ideas of the book
A successful negotiator must be a lion in defending his interests and a cunning fox in the ability to manage emotions - his own and others.
The flow of the conversation is controlled by the one who listens carefully and asks questions. The negotiation process includes two phases - “maneuvering” and “fighting for profit”. The “fight” begins when the opponents reveal their goals to each other. If you cannot stop a rude and unceremonious opponent with a counter pressure, continue the conversation in a businesslike manner, while maintaining correctness. The most successful model of negotiation is a “leader”, combining confidence and correctness, defending his own interests without prejudice to the interests of a partner. Try to move the negotiations from the emotional to the rational plane. This is the only way to defend your position when dealing with a tough opponent. If your opponent accuses you of something, ask him to clarify the claims or partially agree with him. A compliment, a joke, an anecdote are good ways to resist attempts to throw you off balance. By giving the interlocutor a choice between several skillfully drafted contract options, it is easier to get him to make a favorable decision for you.
“Interests in the negotiation process can and should change. A contract at any cost is very often too costly.”
The negotiation process includes many aspects of finding an agreement, exchanging views, discussing controversial issues, mutual concessions, and so on. It is based on logic and psychology at the same time. Moreover, the lower the level of negotiations, the more important the psychological factor. If at the level of interstate diplomatic dialogue the role of emotions is secondary, then at the everyday level they, as a rule, dominate. In business negotiations, the significance of the logical and psychological components is approximately the same.
“The “master” in the negotiations is not the one to whom they came or came, but the one who asks questions. It is he who manages the regulations, although the opponent is sure that the situation is quite the opposite.”
Based on this, a successful negotiator must have three basic competencies, or skills: 1) defend their interests at the negotiating table; 2) manage their own emotions and 3) manage the emotions of their interlocutors. To paraphrase Machiavelli, who argued that a wise sovereign must simultaneously become like a lion and a fox, we can say that an effective negotiator needs to combine the strength of a lion in defending his interests and the cunning of a fox in the ability to control emotions - his own and others.
“Your opponent should be treated not as a function that he performs, but as a person. A person has emotions, and they often control his actions.”
Techniques of the “Kremlin School of Negotiations”
Possessing all three core competencies is especially important in order to succeed in the so-called tough negotiations. A vivid example of a tough approach is the "Kremlin school of negotiations", the methods of which were actively used by Soviet diplomats and politicians. This school is based on five main postulates:
“No one has ever squeezed better conditions out of a supplier than he does it himself.”
Be silent and listen. It is often enough to listen carefully to the opponent, encouraging him to continue speaking, in order to get all the necessary information from him and identify his weaknesses.
"To ask questions". By asking questions, you quietly take on the role of “host” of the meeting and begin to control the flow of the conversation. The interlocutor takes your questions for a willingness to agree to his proposal and loses his vigilance.
"Devalue". At that moment, when the interlocutor thinks that he is already at the goal, you change the reference points, setting your own scale of values. For example, “Do you think you are unique” or “Somehow I doubt that your felt-tip pens sell well. They don't look all that attractive." The opponent mentally “rolls down” on his scale of values, experiences acute discomfort and seeks to get out of the situation.
"Lay the carpet." This technique is similar to the Chinese stratagem "Show the enemy the way to life." A wounded opponent is suddenly shown a way out, a chance to “win” while saving face. “Well, if you insist, I am ready to give you the opportunity to try your hand.” He rushes to this exit willingly, concluding an agreement on your terms.
"Leave in the zone of uncertainty." If the previous technique did not force the opponent to make concessions, there is another leverage. “Well, then I will think whether it is worth giving you this project.” By provoking a sense of fear and uncertainty, you force your opponent to give up. This move, however, does not work with those who have overcome the sense of "neediness" described by Camp.
“You can’t sacrifice your interests in the name of maintaining a relationship. This is an unequal marriage. Strategically, you will still lose both the relationship and the benefit.”
He who masters the techniques of the “Kremlin school” seeks to swing the enemy’s “pendulum of emotions” as much as possible. On the first two and fourth steps, the opponent has a positive mood, and on the third and fifth, the “pendulum” sharply deviates towards the negative. It must be kept in mind that such a tough style usually does not contribute to building strong partnerships and provides the negotiator with only one-time success. However, this is so only in theory. In practice, sometimes everything happens on the contrary. The tough position of the negotiator creates for him the image of a strong and strong-willed person, and strength is associated with reliability. Therefore, in business, they often prefer to work with those who firmly defend their interests, and not with those who easily make concessions.
“Very often for us, our position means much more than profit. Especially - if you take the position of "tank". In this role, we completely forget about the benefits and are engaged in defending our ambitions.”
How ethical are the methods of the “Kremlin school” If behind a tough approach there is no desire to deceive the interlocutor, it can be considered as one of the quite ethical ways to achieve goals in a competitive struggle. Either way, it's helpful to learn techniques that will help you stand up to a tough negotiator.
“Do not succumb to the mood of the spirit of the one who offends you, and do not take the path that he wanted to lead you on” (Marcus Aurelius).
Four types of behavior in the struggle for profit
In negotiations, there is a place for tactics and strategy, defense and offensive, so the analogy with the confrontation between two generals is quite appropriate. As in war, in the process of negotiation there is not only a stage of active “battle”, but also a stage of “maneuvering” that precedes it. During the “manoeuvres” phase, the negotiators perform preparatory actions, try to obtain additional information, give themselves more weight in the eyes of the opponent, and strengthen their initial positions. “Maneuvering” is justified when you feel a lack of forces, means and resources to enter the “battle”. If your chances of success have increased, start an open battle. The boundary between the phases of "maneuvers" and "battle" is the moment when the opponents "demonstrate their advantage" - reveal to each other what they are trying to achieve in these negotiations, what is their interest.
“In our culture (by ours I mean the Russian-speaking space) it is very important to justify the refusal. But the rationale must be unambiguous and clear, not giving the right to debate.”
To succeed, you need to clearly understand what behavior model the opponent adheres to. There are four main models of negotiator behavior in the “fight for profit”.
“You need to have several arguments, but it is very important to be sure that you are right and not to rush to lay them out during negotiations, but to be a little greedy. Always keep the cards up your sleeve and only take them out when you need them.”
"Shy" - uncertain, but correct. The weakest model The other side uses his uncertainty and politeness to impose their decision.
"Teenager" - insecure and incorrect. He hides his insecurity behind aggressiveness. Quickly gives up, feeling that the opponent is stronger and does not take him seriously.
"Tank" - confident, but incorrect. In negotiations, he behaves rudely, unceremoniously, tries to unbalance the opponent and crush him with his powerful pressure.
"Leader" - confident and correct. Negotiates in a rational manner, defends his interests without prejudice to the interests of the opponent.
"What does the manipulator do? He hooks one string at a time."
Obviously, it will not be difficult for an experienced negotiator to achieve the desired result with opponents of the first two types. It is more difficult when your interlocutor is a “tank”. Of course, in such cases, you can choose counter aggression. But this tactic is very risky, and if you are not sure of success, it is better to go the other way. Do not succumb to the provocations of your opponent, answer all his attacks gently and correctly, conducting a conversation in a purely business manner and not slipping into reciprocal insults.
“...“I heard that your company is bankrupt” ... “We bought Chinese goods - all this junk.” How to respond to such phrases First of all, when there are such attacks, in no case should you specify who said this to your interlocutor.
Naturally, it’s better not to turn into a “tank” yourself. Seek to adopt a “leadership” model of negotiation. Only a “leader” can consciously use the entire arsenal of various techniques and methods of conducting a discussion, taking either a tough or a soft position, depending on the situation. Other types of negotiators lack either the confidence or the correctness to do so.
“The best tactic in a negotiation is to pick a position, stand in it for a long enough time, and at some point back off a bit, asking for a mutual concession from your opponent.”
Negotiations with a tough opponent
Another important quality of a “leader” negotiator is the ability to regulate the emotional background of negotiations. There are only two main modes of negotiation - emotional and rational. Often, during tough negotiations, the opponent deftly plays on the strings of the interlocutor's soul, trying to translate the dialogue into an emotional plane. Its goal is to bring the opponent out of his mental balance; because when emotions dominate the mind, we easily make rash decisions. The key to success in negotiations is the ability to translate them “from emotional to rational mode”. Only in a rational mode can one defend one's position and reach an agreement in negotiations with a tough opponent. There are a number of techniques that allow you to direct the course of negotiations in a rational direction.
“The formula for success is a respected opponent... No matter what happens, in any situation - just like that, and nothing else.”
"Reverse". Remember value judgments are dangerous. One way to respond to a negative attack (not a personal one) is to ask for clarification. So, the phrase “Something bothers me with the style of your presentation” can be answered with a question (“What style would be acceptable to you”) or an appeal (“Please advise what to change”). If your counterpart avoided answering, it means that there was nothing behind his claim, he was only trying to manipulate you. If the partner is constructive, he will willingly share his concerns with you, and the conversation will again become rational. So you can not only repel the attack, but also find out the true intentions of the opponent.
"Partial Consent". In response to your opponent's claims, you partially agree with him, removing the heat of confrontation and at the same time trying to turn this agreement to your advantage. The accusation of overconfidence can be answered with “You know, I'm really confident. Let's look at the details of my proposal again."
"Bundle". If you do not understand the motives of the manipulator, avoid answering all his questions and remarks. In response to his phrase, say a long interrogative “and-and-and” and wait for the continuation of the thought. This technique, however, should not be used in a conversation with someone who is higher than you in position or status.
"Marcus Aurelius". This technique was named after the Roman emperor, who formulated the principle "Do what you must, and come what may." The essence of this approach is to achieve internal balance. In order not to fall into the trap of your own emotions, you need to distract yourself from the result of the negotiations and focus on the process. Remember that you are equally well prepared for both a positive and a negative outcome of the negotiations; you have already thought out what you will do in both cases. Now just do what you have to do, apply your skills and abilities, turn on the charm, state the arguments - and come what may!
"Hunter". Entering the state of a “hunter” means concentrating on the words of the interlocutor, trying to understand what exactly is behind his accusations. In response to the opponent’s attacks, ask him a question about the true reasons for his words, for example, “Do I understand correctly that you are afraid that we will not meet the agreed deadline?” As in the case of the “Reverse” technique, after such questions either the conversation will return to a constructive direction , or the opponent will interrupt the dialogue, thereby betraying his unwillingness to seek a compromise.
"Share a smile." Sometimes the interlocutor tries to provoke us, in order to later accuse us of aggressiveness and withdraw from the negotiations. Such attacks are usually repelled with a compliment or a friendly smile. One can try to gently reduce the attack to a philosophical generalization. In such cases, pre-prepared aphorisms and sayings of great people will come in handy.
"Humor". The hostile mood of the interlocutor can be extinguished by a good joke or a well-timed anecdote. The main thing is to quickly return the conversation to its main topic after that.
In the arsenal of any negotiator, there must also be techniques that help persuade the opponent to accept the proposal put forward to him. A good example of this technique is "game of contrasts". It is actively used by dealers of car dealerships, first offering customers the most expensive option for completing a car, and then moving on to cheaper ones, increasing their attractiveness due to price contrast.
Building a negotiation roadmap
The meeting of opponents at the negotiating table is only the culmination of the negotiation process. And the success of this meeting is 70% determined by the thoroughness of its preparation. To prepare for a dialogue with an opponent, drawing up a negotiation roadmap will help. The essence of this method is to answer the following seven questions in order. A roadmap is not a script. The script is much tougher; it involves a certain sequence of steps. When each negotiator tries to impose his own scenario on the opponent, outbursts of aggression cannot be avoided.
“What I have at the beginning of the journey” We collect and analyze information. What goals and interests the opponent is pursuing What arguments he can use What he knows and thinks about me In addition, we analyze our own strengths and weaknesses, disadvantages and advantages. We are building a forecast of the results of negotiations.
“Where do I want to go” What is your goal in the upcoming negotiations. It is important that its achievement depends on what you can manage. Therefore, aim not to "get an order for 1,000,000 rubles", but "get the client's consent to start cooperating with our company." Better yet, break your goal down into smaller steps.
“Is it realistic” Is the goal formulated in the answer to the previous question achievable If yes, we move on, if not, we go back a step and set ourselves a more realistic task.
“How will I move towards the goal” We determine “with whom, when and how” to negotiate. IN clarification of the first two points will help to approve the rules of negotiations.
“What will suit me” We establish what result of the negotiations will suit us (the so-called “desired position”) and a “red line” beyond which we cannot retreat. Thus, we designate a space for retreat.
“What will I do in case of a positive decision” We envisage measures that consolidate success (signing a contract, developing a plan to deepen cooperation) and preventing possible threats (breaking the agreement by competitors).
“What will I do in case of a negative decision” What will you do if the opponent will “push” you below the “red line”
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