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Three-dimensional negotiation

- For managers, internal and external negotiations have become a way of life. Whenever interests or ideas are different and the parties depend on each other for results, the need for negotiation arises. What is the nature of the negotiations? Is bargaining? Is it a relationship? Divide the economic cake? Make the cake bigger? These all make sense. But in the words of Italian diplomat Daniele Vare: Negotiation is the art of letting others act your way for their own reasons. - First, draw a picture that includes all the potential parties that will complicate matters, such as lawyers, bankers, and other agents. It is necessary to consider the full economy of a transaction, but it is not enough. Don't forget to draw small groups with different interests inside, and their influence cannot be ignored. - Second, assess the benefits. The best negotiators are very clear about their own and their ultimate interests. They are also aware of the benefits of a little bit of exchange. They are extremely flexible and creative in their approach. Negotiations generally talk about tangible factors such as price, time, and plan. But a veteran negotiator observed that most of the factors that are bought and sold are 50% emotional and 50% economic. Decisive interests are often intangible, subjective, such as feelings in negotiations, the credibility of the other party, the degree of communication and understanding, and so on. - Again, evaluate the best alternatives to the agreement you envision. That is to say, if the proposed agreement does not work, you will take action. This includes everything from disbanding to moving to another opponent until it is tougher. - Fourth, solve the problems shared by both sides. When Egypt and Israel negotiated for the Sinai Peninsula, their position could not coexist. However, after a deeper study of the positions of the two, the negotiators found that the fundamental interests of the two were extremely different: Israelis were more concerned with security, while Egypt was more concerned with territory. The solution is to establish a demilitarized zone under the Egyptian flag. In the economic arena, finding the difference can also break the deadlock. Negotiations between a small technology company and the company's investors and a large strategic acquisition company were blocked. The reason is that small technology companies want a high price, and the other party is determined to only agree to a much lower price. A deeper communication found that the acquiring company could have paid the price requested by the technology company, but it has several acquisition plans in this area, and it is very worried about raising the expected price too high in this fast-growing industry. The solution is for both parties to agree to start with a temperate cash purchase price, which is widely publicized. In fact, the solution also comes with flexible follow-up measures, which actually guarantees a higher price afterwards. - In order to solve common problems, a three-dimensional approach is adopted. One-dimensional negotiations are the most familiar scene: interpersonal processes, including temptation, cultural sensitivity, and research quotations. Two-dimensional negotiations move from interpersonal processes to the essence of creating value: designing an agreement framework that creates sustainable value. But both have limitations: when the parties concerned face-to-face bargaining on a fixed schedule, most of the mold has been cast. - The best negotiator uses a three-dimensional approach. Their approach is like an entrepreneur. They often foresee the most promising structures and actions outside the negotiating table and put them into action. They bring the most appropriate parties to the negotiating table, negotiate the appropriate issues in the proper order, and at the right time, through the appropriate process, face the appropriate best alternatives. 3D negotiators don't just play games in the prescribed way. They are masters of building games and change the rules for optimal results. - In short, treating negotiation as a three-dimensional problem will remind you that solving your problem is solving your own problem. After drawing a chart of buying and selling, comprehensively assessing the interests of all parties and determining the best alternative, your strategy is to judge how the other side views their basic problems, and then they choose what you want for their reasons. The goal is to create and capture sustainable value. Source: China Construction Industry Network

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