{"id":363,"date":"2018-02-12T15:43:19","date_gmt":"2018-02-12T15:43:19","guid":{"rendered":"http:\/\/sellingsherpa.com\/?p=363"},"modified":"2018-02-12T22:11:46","modified_gmt":"2018-02-12T22:11:46","slug":"negotiation-genius-book-summary","status":"publish","type":"post","link":"https:\/\/sellingsherpa.com\/index.php\/2018\/02\/12\/negotiation-genius-book-summary\/","title":{"rendered":"Negotiation Genius (Book Summary)"},"content":{"rendered":"<div class=\"nolwrap\"><p>The following is a summary of <a href=\"https:\/\/www.amazon.com\/dp\/B000W9188M\">Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond<\/a> by Deepak Malhotra &amp; Max Bazerman<\/p>\n<h2>Pre-negotiation<\/h2>\n<ul>\n<li>Exhaust all pre-negotiation sources of information.<\/li>\n<li>Identify your assumptions as well as what you do not know.<\/li>\n<li>Create a scoring system so that you can quickly and objectively compare the value of offers spanning your multiple interests<\/li>\n<li>Evaluate the zone of possible agreement (ZOPA) as the range between the reservation value of your best alternative to a negotiated agreement (BATNA) and your counterpart\u2019s BATNA. In other words, this is the range between the least value the seller will accept and the most value the buyer will give.<\/li>\n<li>Determine &amp; write down your aspiration value, the most value the seller can justifiably expect to accept or the least value the buyer can justifiably expect to give.<\/li>\n<li>Formulate a pre-planned exit strategy in the event you cannot reach an agreement. Decide, in advance, how much money and time each was willing to spend to try to win.<\/li>\n<li>Know when not to negotiate &#8211; when your BATNA stinks ( and everyone knows it ), when negotiation would send the wrong signal to the other party, when the potential harm to the relationship exceeds the expected value from the negotiation, when negotiating is culturally inappropriate, or when your BATNA beats the other side\u2019s best possible offer.<\/li>\n<\/ul>\n<h2>During negotiation<\/h2>\n<ul>\n<li><u>Only<\/u> if you have objectively superior information, make the first offer of your aspiration value so that you can establish an anchor. Share your justification and dwell on the anchor to make it more powerful. Your first offer should be outside of the ZOPA \u2013 one that you know the other side will not accept.<\/li>\n<li>If the other side makes the first offer, first separate information from influence, then counteroffer with your original (or even more aggressive) aspiration value. Avoid dwelling on their anchor. If their offer is not even a basis for starting the discussion, then give them time to moderate their offer without losing face.<\/li>\n<li>If your counterpart makes an offer you love or are positively surprised by, you should still take some time to ponder it (What do they know that you don\u2019t?) or even ask for additional concessions. Satisfaction has less to do with how well someone actually negotiated and much more to do with how well they think they negotiated.<\/li>\n<li>Focus on your aspiration value and their reservation value<\/li>\n<li>Seize every opportunity to create value by \u2018logrolling\u2019 \u2013 the act of making trades across multiple issues. If the other party values something more than you do, let them have it \u2014 but don\u2019t give it away, sell it.<\/li>\n<li>Negotiate multiple issues simultaneously with package offers.<\/li>\n<li>Make multiple offers simultaneously \u2013 esp. in the likely event that you do not know their true interests and needs. If they do not accept either, then ask, \u201cWhich offer is closer to something you might accept?\u201d<\/li>\n<li>Be comfortable with silence in general and especially after making each offer or counteroffer.<\/li>\n<li>Ask questions, esp. \u201cwhy\u201d questions, to test your assumptions and to identify their interests and priorities.<\/li>\n<li>Seek to identify and reconcile differences (not demands). Demands are opportunities to learn about the other party\u2019s interests and needs to that you can create and capture value.<\/li>\n<li>Avoid making unilateral concessions. \u2018Label\u2019 your concessions as costly to trigger reciprocity. Even better, specify what you expect in return. You can also make contingent concessions, for example, \u201cI can pay a higher price if you can promise me early delivery.\u201d<\/li>\n<li>Protect yourself with contingency contracts \u2013 agreements that leave certain elements of the deal unresolved until a future event (ex: on-time bonus paid to the seller or over-time penalty paid by the seller).<\/li>\n<li>Here are a few of the negotiable issues that you can introduce into the discussion the next time the other side appears entirely focused on price: delivery date; financing; quality; contract length; last &#8211; look provisions; arbitration clauses; exclusivity clauses; the level of service support; warranties; future business.<\/li>\n<li>Build trust by sharing information regarding your priorities across different issues (though don\u2019t necessarily say which ones you don\u2019t care about since you can use those for concessions). This will trigger reciprocal information sharing. However, you should rarely give away your reservation value, and certainly not early in the negotiation.<\/li>\n<li>Avoid negotiating under time pressure. Partition the negotiation across multiple sessions. Similarly, give others time to think and prepare since that will facilitate value creation.<\/li>\n<\/ul>\n<h2>Post-negotiation<\/h2>\n<ul>\n<li>When the negotiation is over, shift your focus to your reservation value so that you feel better about the outcome<\/li>\n<li>Realize that your negotiation should not end when the deal is signed \u2014 it should end when you feel that you have exhausted all options for value creation.<\/li>\n<li>Don\u2019t let negotiations end with a rejection of your offer. At the very least, ask \u201cWhat would it have taken for us to reach an agreement?\u201d<\/li>\n<li>Debrief multiple negotiations simultaneously. Negotiation geniuses make it a habit to review important negotiations after they are completed.<\/li>\n<\/ul>\n<h2>Bias &amp; Influence<\/h2>\n<ul>\n<li>Fixed-pie bias: It is always better to first try to enlarge the pie. In the process, do not denigrate or devalue the other party\u2019s concessions.<\/li>\n<li>Vividness bias: Avoid overweighting vivid information that comes up during the course of the negotiation by falling back on your pre-negotiation scoring system and by separating information from influence.<\/li>\n<li>Non-rational escalation of commitment: Anticipate and prepare for the escalation forces you are likely to encounter.<\/li>\n<li>Susceptibility to framing: We are risk-averse when thinking about gains and risk-seeking with thinking about losses. Hence, use loss-framing against your counterpart \u2013 for example, \u201cYou will miss out on the opportunity to have X if you do not increase your bid.\u201d But, process their offers in your mind by gain-framing.<\/li>\n<li>Biases of the heart: Try to imagine what you would believe to be fair if you did not know your role in a given negotiation or dispute<\/li>\n<li>Disaggregate their gains (ex. Space out your concessions) and aggregate their losses (ex: make comprehensive demands)<\/li>\n<li>Door-in-the-face technique: Make an extreme demand you expect will be rejected so your counterpart accepts a moderate one that you make soon after.<\/li>\n<li>Foot-in-the-door: Make a moderate demand you expect will be accepted then after time has passed, a more extreme one. This takes advantage of consistency bias.<\/li>\n<li>Leverage the power of justification (I am asking for X because \u2026)<\/li>\n<li>Leverage the power of social proof<\/li>\n<li>Take the Implicit Association Test (IAT) on Harvard University\u2019s website <a href=\"http:\/\/implicit.harvard.edu\">http:\/\/implicit.harvard.edu<\/a><\/li>\n<\/ul>\n<h2>Mindset \/ Other<\/h2>\n<ul>\n<li>Consider the context of the relationship \u2013 your goal is to get the best possible package deal while strengthening the relationship and your reputation.<\/li>\n<li>Don\u2019t dismiss anything as \u201ctheir problem\u201d since their problem quickly becomes your problem.<\/li>\n<li>Build trust when you\u2019re not negotiating. Your greatest opportunity to build trust comes when your cooperative, benevolent, or ethical behavior cannot be interpreted as self-serving.<\/li>\n<li>Before &amp; during negotiation, assign and reward a \u201cdevil\u2019s advocate\u201d who has no stake in the outcome and whose job it is to criticize your decisions and find faults in your logic.<\/li>\n<li>Consider the impact of their actions on others and to think through the competitive dynamics that will result from their strategy. Competitors often fail to assess the strength of their competition when deciding whether to enter a market \u2014 an extremely costly mistake.<\/li>\n<li>We need to think through the decision rules, constraints, and politics of the other side.<\/li>\n<li>To eliminate the motivation for your counterpart to lie, (a) look prepared (b) signal your ability to obtain information, (c) ask less threatening, indirect questions, (d) don\u2019t lie. To detect a lie, look out for responses that do not (completely) answer the question you asked \u2013 when misleading others, people still strive to technically tell the truth. If you catch someone in a lie, give them a face-saving way out.<\/li>\n<li>It is best to give the other side the benefit of the doubt \u2014 but to also be more careful as you move forward<\/li>\n<li>When negotiating from a position of weakness: (a) don\u2019t reveal that you are weak (b) leverage their weaknesses (c) leverage your distinct value proposition = your strength (d) consider relinquishing what little power you have and simply ask them to help you &#8211; ex: \u201cI gratefully and unconditionally accept your job offer but ask that you look at comparable salaries from our career services offers and consider an adjustment\u201d (e) build coalitions with other weak parties (f) attack the sources of their power \u2013 ex: \u2018Pledge-a-picket\u2019 program where clinic asks supporters to pledge donations on a per-protester basis<\/li>\n<li>Be very careful labeling someone as \u201cirrational;\u201d instead, strive to understand their information gaps, interests, needs, constraints, and perspectives. If you do not give an angry negotiator the opportunity to voice his frustration, he will likely become even angrier \u2014 or, at the very least, resentful. When the other side is angry, do not allow yourself to be the target by taking it personally.<\/li>\n<li>To deal with threats and ultimatums, you can either (a) ignore the threat (b) neutralize the threat by being the first to voice their concern (c) let them know if you don\u2019t find the threat credible in a way that helps them save face.<\/li>\n<\/ul>\n<h2>Negotiation examples\/exercises mentioned in the book<\/h2>\n<ol>\n<li>Hamilton Real Estate case<\/li>\n<li>Mom\u2019s Inc.<\/li>\n<li>Auction off this $100 bill where the 2<sup>nd<\/sup> highest bidder must also pay the amount he or she bids<\/li>\n<li>Pledge-a-picket program<\/li>\n<\/ol>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>The following is a summary of Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond by Deepak Malhotra &amp; Max Bazerman Pre-negotiation Exhaust all pre-negotiation sources of information. Identify your assumptions as well as what you do not know. Create a scoring system so that you can quickly [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":364,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_import_markdown_pro_load_document_selector":0,"_import_markdown_pro_submit_text_textarea":"","_monsterinsights_skip_tracking":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[1],"tags":[],"class_list":["post-363","post","type-post","status-publish","format-standard","has-post-thumbnail","category-uncategorized","entry"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.4 - aioseo.com -->\n\t<meta name=\"description\" content=\"The following is a summary of Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond by Deepak Malhotra &amp; Max Bazerman Pre-negotiation Exhaust all pre-negotiation sources of information. 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