Cheat Sheet: Rules of Conduct in Negotiations. Negotiation: psychological aspects

INTRODUCTION

It can hardly be considered correct when one and the same person behaves fundamentally differently in a business and home environment. Correct in relationships, attentive and polite with people must be always and everywhere. This does not exclude, for example, a certain firmness and organizational skills in relationships with loved ones, as well as a sensitive attitude to personal problems of colleagues at work.

The ancient wisdom is known: “treat the other the way you want to be treated.” A further description of the norms and rules of ethics of business relations reveals the essence of the above statement, that is, in other words, answers the question: what kind of attitude towards ourselves do we want?

It is unlikely that the fact that the attitude of others to a particular person (and vice versa) in the process of professional activity is a continuation of relations developing in public life as a whole is questioned. Desirable manifestations of the attitude of others towards ourselves in everyday life, we naturally transfer to the sphere of business relations. Accordingly, the people around us expect knowledge of the rules of behavior and the ability to translate them into practice.

The interrelation of ethics in a broad sense and business ethics can be traced on the logical sequence of individual problems of people's perception of each other. A favorable basis for acquaintance, for further relationships, is largely laid down in the first moments of the meeting. A significant role in this is played by the external appearance of a person, his correspondence to the situation, which demonstrates a respectful attitude towards another. An important role in this case is played by such seemingly trivial detail as the ethics of greeting, shaking hands and introducing a person to a person. These initial relationships are important in both everyday and business life.

1. MAIN STAGES OF NEGOTIATIONS

Negotiation is an exchange of views to achieve a goal. In business life, we often engage in negotiations: when applying for a job, when discussing with business partners the terms of a business contract, terms of purchase and sale of goods, when concluding a lease agreement, etc. Negotiations between business partners take place on an equal footing, while negotiations between a subordinate and the management or director of an organization with representatives of the tax inspectorate take place on an unequal basis.

Negotiations consist of three main stages: preparation of negotiations, negotiation process and reaching an agreement. Here is a brief description of the stages and stages of business negotiations:

1. Preparation of negotiations:

1.1. Choice of Means of Negotiation

1.2. Establishing contact between the parties

1.3. Collection and analysis of information required for negotiations

1.4. Development of a negotiation plan

1.5. Formation of an atmosphere of mutual trust.

2. Negotiation process:

2.1. The beginning of the negotiation process

2.2. Identifying controversial issues and formulating the agenda

2.3. Disclosure of deep-seated interests

2.4. Development of options for proposals for agreement.

3. Reaching agreement:

3.1. Identifying options for agreement

3.2. Final discussion of options

3.3. Reaching a formal agreement.

Each stage of negotiations consists of several stages.

The stage of preparation of negotiations provides for the implementation of the following stages

Stage 1.1. Choice of means of negotiation

At this stage, a set of different approaches or negotiation procedures are identified, the means that will be involved in their implementation; mediators, arbitration, court, etc., are determined, contributing to the solution of the problem; an approach is chosen for both sides.

Stage 1.2. Establishing contacts between the parties. At this stage:

Contact is established by phone, fax, e-mail;

The desire to enter into negotiations and coordinate approaches to the problem is revealed;

Relationships are established, which are characterized by mutual agreement, trust, respect, often mutual sympathy, mood for the same wavelength, negotiation interaction develops;

Agree on the bindingness of the negotiation procedure;

Agree to join the negotiations of all interested parties.

Stage 1.3. Collection and analysis of information required for negotiations. At this stage:

Revealed, collected and analyzed the relevant information about the people and the essence of the case, related to the subject of negotiations;

The accuracy of the data is checked;

The probability of the negative impact of unreliable or unavailable data is minimized;

The main interests of all parties participating in the negotiations are revealed.

Stage 1.4. Development of a negotiation plan. At this stage:

The strategy and tactics that can lead the parties to an agreement are determined;

Tactics are identified that correspond to the situation and the specifics of the controversial issues that will be discussed.

Stage 1.5. Formation of an atmosphere of mutual trust. At this stage:

Psychological preparation is underway for a lot in negotiations on the main controversial issues;

Conditions are prepared for the perception and understanding of information and the effect of the influence of stereotypes is minimized;

An atmosphere of recognition by the parties of the legality of controversial issues is being formed;

An environment of trust and effective communication is created.

2. The stage of the negotiation process includes the following stages.

Stage 2.1. - this is the beginning of the negotiation process - here:

The participants in the negotiations are introduced;

The parties exchange judgments, demonstrate goodwill to listen, share ideas, openly present ideas, a desire to negotiate in a peaceful environment;

A general line of behavior is being built;

Clarifies mutual expectations from negotiations;

The positions of the parties are being formed.

Stage 2.2. Identifying controversial issues and formulating the agenda. At this stage:

identifies the area of ​​negotiations related to the interests of the parties;

Controversial issues that will be discussed are identified;

Controversial issues are formulated;

The parties seek to work out an agreement on controversial issues;

The discussion begins with controversial issues where disagreements are less serious and the likelihood of an agreement is high;

The techniques of active listening to controversial issues are used to obtain additional information.

Stage 2.3. Disclosure of the deepest interests of the parties. At this stage:

The study of controversial issues is carried out one at a time, and then in a complex, in order to identify the interests, needs and fundamental relations of the negotiations of the negotiators;

Negotiators disclose their interests to each other in detail so that they are perceived by everyone as closely as their own.

Stage 2.4. Development of proposal options for agreement. At this stage:

Participants seek to choose an acceptable option from the existing assumptions for the agreement, or to formulate new options;

An overview of the needs of all parties is made, in which all controversial issues are linked together;

Criteria are developed or existing norms are proposed, which can be guided by the acquisition of an agreement;

The principles for the agreement are formulated;

Controversial issues are consistently resolved: first, the most complex ones are divided into smaller ones, to which it is easier to give an answer acceptable to the parties;

Options for solutions are selected both from the proposals submitted by the parties individually, and from those that were developed in the course of general discussion.

3. The stage of reaching agreement includes the following stages.

Stage 3.1. Identifying options for an agreement. At this stage:

A detailed consideration of the interests of both parties is carried out;

A connection is established between interests and the available options for solving the problem;

The efficiency of the chosen solution options is estimated.

Stage 3.2. Final discussion of options. At this stage:

One of the available options is selected; through concessions by the parties and there is a movement of the parties towards each other;

A more perfect version is formed based on the chosen one;

There is a process of formulating a final decision;

The parties are working on the procedure for reaching the main agreement.

Stage 3.3. Reaching a formal agreement. At this stage:

An agreement is reached, which can be presented in the form of a legal document (agreement, contract);

The process of implementation of the agreement (contract) is discussed;

Possible ways of overcoming possible obstacles in the course of the implementation of the agreement (contract) are being developed;

A procedure for monitoring its implementation is envisaged;

The agreements are formalized and mechanisms of coercion and obligations are developed: guarantees of implementation, fairness and impartiality of control.

2. RULES OF NEGOTIATION TECHNIQUE

You should avoid making statements belittling your partner's personality, and should involve secular etiquette, politeness and cultural attitudes. In an extreme form, it is better to break off the negotiations (do not make negative assessments).

The effectiveness of the dialogue is significantly reduced by the statements that follow from the thoughts of the listener himself, without affecting the thoughts or feelings expressed by the interlocutor. What the partner says is not taken into account, his statements are neglected (ignore the opinion of the interlocutor).

The interlocutor asks the partner question after question, clearly trying to find out something without explaining his goals. Determine with him the goals and objectives of the negotiations or announce a break for consultation with the management (do not allow unpretentious inquiries).

During the conversation, the interlocutor inserts statements, trying to direct the negotiations in the right direction (do not make comments during the conversation).

The interlocutor wants to talk in more detail about something from what has already been said that he misunderstood or seems to be controversial. If you misidentify what is the main one, the speaker has the opportunity to correct you (clarifications are allowed).

Paraphrasing, transferring what the partner said in his own words in an abbreviated form, highlighting what seemed to the main interlocutor. Paraphrasing can include a new emphasis, generalization or repetition of only those words of the partner, which contain the main contradiction or main idea (do not allow paraphrasing).

The interlocutor tries to deduce a logical consequence from the partner's statements, but only within the framework that he asked. Otherwise, it becomes ignored. Developing the partner's thought, you can add what the partner was ready to say, but did not say. You can deduce a consequence from the partner's words, clarify what he had in mind (further development of thoughts).

Telling your partner to master the emotional reaction to his message or about your state in this situation goes well with the technique of paraphrasing (do not allow your emotional state).

The message about how the given moment is perceived his state, goes well with the technique of paraphrasing (do not allow the description of the emotional state of the partner).

Summing up the subtotals is appropriate after a particularly long replica of the partner (choose the right moment of the subtotal behavior).

To conclude, here are some guidelines to help convince your negotiating partner:

The order in which the arguments are given affects their credibility. The most convincing order of arguments is: strong - medium strength - strongest (trump card).

To get a positive decision on an important issue for you, put it in third place, preceding it with two short, simple, pleasant questions for the interlocutor, to which he will easily answer.

For the most successful negotiation, you should:

· Do not corner your partner. Give him the opportunity to "save face".

· The persuasiveness of arguments largely depends on the image and status of the persuader.

· Do not drive yourself into a corner, do not lower your status.

· Don't belittle your partner's status.

· We treat the arguments of our pleasant partner with condescension, and the arguments of our unpleasant partner with prejudice.

· If you want to change your mind, you should start not with issues that divide you, but with what you agree with your partner.

· Show empathy - the ability to comprehend the emotional state of another person in the form of empathy.

· Check if you understand your partner correctly.

· Avoid words, actions and inaction that can lead to conflict.

· Follow the gestures, gestures and postures of your own and your partner.

· Show that what you are proposing corresponds to some partner's interests.

3. RULES FOR SELECTING THE NUMBER AND COMPOSITION OF PARTICIPANTS

The effectiveness of a service meeting is largely determined by the optimal selection of its participants. The main task in this regard is to ensure the participation of those specialists who are interested and competent in the issues discussed at the meeting. In part, the solution to this problem depends on the extent to which future participants are ready to discuss the issues on the agenda. Such readiness is laid down through the preliminary distribution of sufficient detailed information about the upcoming meeting.

Its organizers, as a rule, require the participation of the top officials of the divisions of the organizational structure. However, someone from non-management staff may be more competent in solving specific problems. Therefore, it is advisable to let the legal leader determine who will represent his unit at the meeting.

A fairly common situation is when the majority of the meeting participants discuss some "their" question, and the rest of the agenda items are beyond their competence. The working hours of the organization's employees are used ineffectively if they are forced to be present when all issues of the meeting are considered. In addition, the presence of "extra" people inevitably reduces the effectiveness of the discussion of problems.

In case of a heterogeneous agenda, when issues of various parts of the structure of organizations are raised, it is recommended to apply the principle of a variable composition of meeting participants. At the same time, the importance of establishing and strict adherence to regulations increases.

Quite often there is a situation in which individual employees are invited to a meeting, but their real participation depends on the course of the discussion of a particular issue. At the same time, it is not known in advance to what extent the invited “just in case” employees will be involved in the meeting. This approach demonstrates disrespect for the employee, disdain for his employment. Optimization of the composition of the meeting participants is the use of the principle of "telephone distance" to the employee, whose participation is dictated by the course of the meeting itself and the need to obtain additional information from this employee.

4. REGULATION OF THE PSYCHOLOGICAL ATMOSPHERE

In any negotiations, situations arise in which the parties can help each other without infringing on their own interests.

Problem resolution is a process during which parties are involved together in the analysis of each other's problems. In this case, both sides benefit.

If friendly business relationships are formed during the negotiation process, then the negotiation is greatly simplified.

A powerful source of influence on the negotiation situation is the balance of reward and punishment of the opponent. Psychological punishment can be the creation of tension, uncertainty, a dead-end situation at the negotiating table. And the positive emotions obtained in the negotiation process associated with feelings of security, affection, self-esteem, with a feeling of success in self-realization can be no less, if not more important, reward than material gain. Every demand and every concession makes the opponent feel defeated or successful. But, according to A. Adler, what an individual perceives as success is only his subjective feeling. Therefore, the amount of your concession to your opponent is not so important as what subjective feeling of success your concession will cause in your opponent.

You can hardly count on your negotiating partner to treat you well if you exert pressure on him. As one witcher put it, "Man is a very harmful animal: when attacked, it defends itself." Commitment, loyalty and friendliness are important conditions for establishing a satisfying business relationship.

If one side is more aggressive, tends to compete, and the other is benevolent, then the short-term balance of power is in favor of the first side. Therefore, it is very important to specifically work on the relationship in order to create a normal mood for both partners.

Research has shown that the most successful way to calm an aggressive opponent is to use a mixed strategy of sometimes offering cooperation, sometimes being aggressive. It is not worthwhile to define in advance the whole line of our behavior.

5. MAKING CONTACT

Relations between the parties during negotiations, on the one hand, are instrumental, i.e. That is, aimed at achieving a certain result, and on the other - personal, emotional, since for each of the participants, in addition to the result, it is important how they were treated, how they were treated in the process of achieving this result.

It is important not only to establish contact in the first phase, but also to maintain it during the entire interaction with the partner (or partners).

For this it can be helpful at the very beginning:

· Talk about your partner's expectations and concerns;

• acknowledge the normality of his feelings and express our understanding of the partner (which in no way necessarily means agreement with his claims), reassure him if he is too screwed up for a reasonable discussion of his problem;

· Inform what he should expect from the process of our interaction;

· Say what we are going to do and what we expect from him during this meeting or before your next meeting;

· To approve of the efforts already made by the partner, and his desire to solve the problem, to make some prompting statements. To establish and strengthen contact with a partner, it is important to show, and not only declare, interest in what he says, and respect for him. As a rule, if this attitude is sincere, then it is expressed in the external appearance and behavior of a person and, accordingly, is read by others. It is difficult to “play” it, falsity, as a rule, manifests itself in one way or another.

We are not always aware of how we externally express our relationship to another. Sometimes a person seems to radiate benevolence and a willingness to cooperate, and those around him perceive him as aloof and arrogant. On the other hand, sometimes he tries to appear significant and confident, but in reality he demonstrates fussiness and anxiety. Probably, everyone at some time in his life had a situation when he suddenly found out that his state was not read the way he perceived himself. If such cases are repeated, it makes sense to pay attention to this.

Undoubtedly, sometimes some individual people perceive us "not so", while the impression of others coincides with our sense of self. Then we are faced with a choice: to listen to and adapt to the specific features of the "falling out" communication partners, or to ignore them, guided by the saying: "You cannot please everyone." Probably, the selection criterion will be the significance of these people and the relationship with them for the realization of our goals.

List of facilitating and hindering factors for establishing contact

Promotes Hinders Greeting Lack of greeting Smile Gloominess, severity Shaking hands or tilting the head Lack of reaction Calling by name and patronymic Avoiding the name, mentioning the client "he", "him" in conversation with others with him. , leaving the table, escorting to the place Ignoring the partner Leaning towards the interlocutor Leaning from the interlocutor Optimal distance for him, positioning at an angle Too large or too close distance No obstacle between partners The presence of a table or other obstacle Neutral or positive first phrases Talking about acute , problematic points, on which there may be disagreements, at the very beginning Openness of posture and gestures Closed posture and gestures Unbuttoned jacket Fully “buttoned” Eye contact (about 40% of the time, but each glance no longer than 10 seconds) Avoiding eye contact or a long look in emphasis Equality of position (both sitting or standing) Inequality of positions Adjustment to a partner (achieving similarity in posture, state, style of speech, rhythm of breathing) Mismatch in posture, style, state A benevolent tone of voice Sharp or indifferent tone Concentration on the partner, absence of external interference Distraction to other people, calls , business Readiness for his arrival Lack of preparation of the necessary papers, disorder on the table Positive feedback Disapproval, criticism Expression of understanding, empathy Misunderstanding, indifference Willingness to honestly admit his mistakes Blaming the partner and others Moderate facial expressions and gestures "Mask" on the face or an abundance of reactions Individual approach Stereotype, prejudice Confidence Fussiness, obsessive movements Leisurely Conversation in a hurry, between things

6. STYLING CONVERSATIONS

In addition, it is important to identify and accommodate differences in your and your client's conversation styles, as they can also act as a barrier to confusion between the two. As the psycholinguist Deborah Tannen notes, these style features primarily include:

· Loudness of speech;

· Duration, frequency of pauses;

· Speed ​​of speaking;

· The presence and nature of gestures;

· Intonation;

The presence of repetitions, etc.

A pause in a conversation can mean that:

· The other partner is asked to speak in response;

The first has nothing more to say, he finished his speech;

Desire to emphasize what has been said;

• emphasizing the importance of what will be said after;

• dissatisfaction with how the partner reacts to what has been said;

· Desire to put the partner "in place", etc.

The discrepancy between the speed of speech and the length of the pauses among partners can lead to the fact that one will have the impression that the other does not want to participate in the conversation, is uncommunicative or indecisive and shy; the second will feel that he is not allowed to insert a word, that the first partner is impolite and oppressive.

Differences in loudness, regarded by each of them as normal, can give one of them the impression that the partner is shouting, and this can be interpreted as a sign of anger, pressure, desire to dominate, etc. instead of being clear and clear. This can cause him to mistrust his interlocutor. It may seem to him that that one speaks this way, for example, because of the insignificance of what is being said, the desire to hide something, awkwardness, etc.

The stylistic features of speech are difficult to change, since they are realized, mainly, automatically, often unconsciously. But by paying special attention to them, we can control them, and when they turn out to be useful, then use them to achieve greater success in negotiations.

The problem of successful mutual understanding between people is aggravated by the presence of more complex and deeper components of the style of conducting a conversation, such as:

· A tendency to speak directly or to hint;

Asking or giving others an initiative to report information about yourself;

· A comfortable level of formality - simplicity, acceptable jokes;

· Attitude to the exchange of complaints;

The expectation that another will follow our example, etc.

It is important to constantly remember and take into account the well-known, but often ignored truth that "all people are different", and not to expect that your visitor automatically uses the same "codes" of speech decoding, methods of understanding it. Moreover, both his and your “code” may not be the same today as yesterday, depending on the situation, previous events and much more. The techniques described above can serve as the key to mutual understanding.

"Difficult" types of listeners

Sometimes one has to deal with "difficult" types of listeners: the simulator, the dependent, the interrupter, the self-absorbed, the logician.

A simulator - only imitates attentive listening - often in order to please the speaker.

The addict is very preoccupied with the impression they make on the speaker and will try their best to win their approval. Therefore, he misses the content and essence of what was said.

The interrupter is most worried about the fact that he will forget the ideas that come to his mind in association with what he heard, so he is in a hurry to express them. This irritates the other person and makes communication difficult.

The one who is immersed in himself is so busy with his problems or worries during the conversation that he simply has no time for the speaker.

The Logic tries to classify and fit new information into the existing non-system. He does not pay attention to emotions and perceives only what fits into this logic.

In order to reach out to the "difficult" listener, depending on their type, each of them needs a special approach. Once you have identified the cause of poor listening, you can try to satisfy the client's need that distracts his attention and bring him to a “normal” state where he can truly listen.

7. MOVE TO CONSENT

The main strategic task that must be solved in order to reach agreement between the partners is to achieve an understanding of the problem under discussion - and not only true, but also the same. To solve this problem, it is advisable to come to a unified formulation of the list of issues for discussion.

For this purpose, after the parties have spoken, it is possible, using questions, with the help of a partner, to clarify the problem, work out logical contradictions, highlight the most important in order to come to a clear, simple and clear formulation of the problem and its main aspects.

Difficulty in identifying problems can arise from:

· Acceptance of symptoms for the problem;

· The presence of a preconceived opinion about the reasons;

· Clean-technical approach;

Ignoring differences in the perception of the problem in different instances;

Incompleteness of the "diagnosis"

From this it follows that for a successful orientation in the problem it is advisable:

· To interest the interlocutor and explain to him what caused your interest in the conversation;

· Use appropriate types of hearing and choose the right listening technique;

• respect his doubts, try to appreciate his thoughts and line of reasoning;

· Avoid premature conclusions and decisions at the beginning of the conversation, which can make you "deaf and blind" during the conversation;

· Try not to force the interlocutor with incorrect questions or phrases to resort to defensive, defensive behavior; not give evaluations and advice;

• adhere to the optimal intensity, tone and pace of the conversation, observe pauses for rest and reflection on what was said;

· Monitor the progress of the conversation and the behavior of the partner, restore contact in case of its violation.

8. ACCEPTANCE

In order for the decision to be actually implemented subsequently by all the participants in the negotiations, it is important that each of them feel that this is his own decision. This requires that both parties feel equal right to articulate and discuss options, attention and respect for their opinions, the absence of pressure on them. They need to be able to seriously and independently consider the advantages, disadvantages and consequences of making this decision. They must believe that the decision they make is the best possible given the conditions.

A variety of reasons may be in the way of making a viable and realistic solution, but the most common are:

· Expecting the partner to behave in the same way that others usually do.

· Realization of own ideas and intentions without attention to the partner's answers; imposing your opinion in a dispute with an opponent.

· The idea that there is only one way to do something right. This approach unnecessarily impoverishes and narrows choices, the decision you make may be less beneficial than possible, and your partner will be tempted not to follow it.

· The passive negative reaction of the partner. Many people automatically reject an offer at first, simply out of a sense of contradiction. If you agree with them, then they often “change their minds” and go to a meeting. It is also effective to offer something "by the opposite".

Ignoring non-verbal information from a partner or stereotypical understanding of these signals without taking into account the situation and individual characteristics of the client, as well as sending vague and contradictory signals to the partner from their side. This can lead to the illusion that the partner agrees with you, as well as create uncertainty in you or him in the sincerity and consistency of the interlocutor.

Expecting your partner to put words in the same meaning as you. The vagueness of the wording, the difference in interpretations in the understanding of quantities, terms, type of obligations, etc., is the reason for a huge number of failed agreements.

· The belief that there are people with whom you can't cook porridge - labeling. This leads to nask shifting responsibility for failure on a partner and abandoning their own efforts in many completely solvable situations. In addition, it initially disrupts contact with a partner.

9. COMPLETION OF NEGOTIATIONS

Feeling at the right moment to end a discussion and end a negotiation is very important. It needs to be developed specifically. The most convenient for the completion of negotiations may be the following situations:

· An acceptable solution to the problem has already been developed;

· Achieved all the objectives of the negotiations;

· The opposite party is clearly ready to end negotiations;

· Considered all real solutions;

You have the best alternative to solve the problem

If the negotiations were successful, we managed to jointly find realistic solutions to the problem that satisfy both you and your partner, or agree on subsequent actions, then a favorable conclusion of the communication will consolidate your success. If the result at this stage of the negotiations is not so optimistic, then it will help smooth out the roughness and prevent the aggravation of relations, leading to unpleasant consequences.

It is important to avoid reproaching or making complaints about your partner's unconstructive behavior.

Perhaps, if there is neither time nor opportunity for a long farewell ceremony, yes, in fact, sometimes there is no need for it. But even in such a situation, it is important not to let the partner feel his unnecessary and crossed out from your attention even before he actually leaves the negotiations. Otherwise, he may remain irritated and dissatisfied, even if he received what, in fact, he came for.

Failure to conclude a bad, harmful agreement can be considered just as good as concluding a good deal. You should not try to hold out until the conclusion of at least some kind of agreement negotiations that are not worth it. But even in this case, it is useful to try to complete the communication at a good level of contact, on a positive optimistic note, to express gratitude and satisfaction for the work carried out jointly and a wish for a successful resolution of this and future problems.

If this is not the last meeting, it is important to agree on the next one, to stipulate the tasks that must be completed during this time, to wish you success in the implementation of these plans and to express hope for productive cooperation.

It is a tradition in many organizations to celebrate the successful completion of negotiations, which sets a good mood for future contacts.

LISTS OF USED LITERATURE

1. Mastenbuk V. Negotiations. Kaluga, 1993

2. The course of negotiating with the installation for cooperation / Edited by E.N. Ivanova. Riga.; SPb., 1995

3. Berkeley-Allen M. The Forgotten Art. SPb .; 1997

4. Soper P. Fundamentals of the art of speech. Rostov-on-Don, 1995

5. Karras Ch. The art of negotiating. M .; 1997

6. Baron R. Richardson D. Aggression. SPb.; 1997

7. Conflictology: Textbook. Ed. 2nd, rev. / Ed. A.S. Carmina. Series "Textbooks for universities. Special literature ". - SPb .: Publishing house "Lan", 2000

Who should be included in the delegation?

You need to prepare for any serious negotiations. It is advisable to find out in advance the positions and responsibilities of all participants on the part of the partner. It is important to establish who the real leader of this group is, in order to pay more attention to him during the meeting. Often it is not the head of the delegation at all, but, for example, the head of the direction who is most interested in the result of the negotiations. And only knowing all this, you should form your own team of negotiators. According to Marina Arkhangelskaya, business etiquette consultant of the ABC-Training company, the success of the future meeting depends on how competently it will be drawn up.

Business etiquette is based on two fundamental things: saving time and ranking by job title. Therefore, the main principle when selecting participants for a business meeting is to achieve full parity, - says Marina Arkhangelskaya. - The same number of people should be present on each side in the negotiations. And if, for example, a manager and his assistant plan to come from one company, then the opposite side must present itself in the same composition. Meeting participants need to select a position for a position.

It is very useful to collect the maximum information about the partner before the meeting, to prepare a dossier. If, moreover, you formulate a draft agreement in advance and even discuss it in advance by phone or by mail, then, perhaps, you will be able to agree on most of the points in working order. Then at the negotiating table you will be able to focus on the main thing.

So, let's say negotiations are organized on the initiative of your company and, as they say, it calls the tune. How many people should be included in the delegation? It depends on your goal. If it is to provide a partner with information about a new project, then the number of participants does not matter. If the negotiations are supposed to discuss any problems and make specific decisions, then the number of participants should be limited.

A large team will have a psychological advantage, but one-on-one meetings will increase the likelihood of reaching an agreement.

The main principle by which the composition of the negotiators is determined is the real need for each of them to be present at the meeting, - believes Marina Orlova, trainer-consultant of the Arsenal school of managers. - It is necessary to invite those whose presence is really necessary, and not those who can or want to come. As practice shows, the effectiveness of negotiations is inversely proportional to the number of participants.

The benefits of punctuality

According to business etiquette, it is customary to notify a partner about the desire to negotiate two weeks before the expected date of the meeting. Moreover, the place is offered by the inviting party, and confirmed by the invited party.

Even before the start of negotiations, it is worth discussing and approving a range of issues to be discussed, and identifying the goals of the meeting.

There is no special "negotiation" time. However, the first half of the day is considered the most fruitful. Meeting after dinner is not considered bad form. It’s indecent to just schedule appointments early in the morning or late in the evening.

Naturally, one must not be late for negotiations. But you shouldn't come in advance either. This can unsettle the owners.

Ideal negotiations last two hours. If you cannot meet this time, then before the next two-hour block, you must take at least a half-hour break.

During breaks, guests can be offered coffee or tea. According to etiquette, first of all, drinks are served to guests, starting with their manager, then - in the same order - to their employees.

Smoking during negotiations is allowed only when it is agreed in advance. However, now more and more often people do not smoke or drink anything at the negotiating table except mineral water.

Houses and walls help

Where is it better to meet - in your own office or in neutral territory? The answer, again, depends on your goal. If you want to achieve a psychological advantage, then it is better to invite a partner to your company.

It is ideal to hold meetings in specially adapted meeting rooms. Doors of furniture in these rooms should be tightly closed, there should be no unnecessary documents on the tables. Otherwise, the invited party will feel uncomfortable.

The main element of the meeting room furnishings is the table.

Business etiquette suggests that the best negotiating table is round or oval, says Marina Arkhangelskaya. - Any table with corners initially sets up the interlocutors for confrontation. It happens that the owners have only a traditional rectangular table at their disposal. In this case, they should remember that during a meeting, one should not put anyone either at its head or at the butt end. The arrangement of partners should be as follows: against each other, depending on their rank or position.

It is impolite to seat guests with their backs to the door or facing the window. The host representative should sit facing the door and, say, discreetly sign to the secretary to change ashtrays or bring water.

If you meet unfamiliar people, it is very useful to place cards on the tables in advance with the names and surnames of all participants in the negotiations. This will make it easier for them to communicate.

It is also worth taking care that there is enough free space between the seated ones. The optimal distance is 1.5-3 meters. This is the so-called "social distance".

Too great a distance between partners can create a feeling of detachment, - says Marina Orlova. “But a familiar manner of conducting a conversation is also harmful. You cannot invade the personal space of neighbors on the table, touch other people's things and documents without permission, try to get comfortable than the owner of the office.

The unconditional rule of negotiations is confidentiality. Therefore, if you decide to record the conversation on videotape or a dictaphone, you should ask your partner for permission in advance.

They are greeted by clothes

The appearance of the negotiators must be impeccable. As Cervantes put it, "clothes dress and expose." By our appearance, people judge the seriousness of our intentions and professionalism.

So, when going to an important meeting, it is best to dress in a conservative classic style. It invariably testifies to the solidity, respectability and good taste of its owner. The set of "uniforms" for a male negotiator includes a two-piece suit in gray or blue, a long-sleeved shirt - a light solid color or pinstripe, a silk tie, socks to match the trousers and lace-up low shoes. For women, too, it is better to wear a classic suit and pumps with steady heels. For negotiations, daytime makeup is optimal, well-groomed hands, a neat hairstyle are required. A business woman should not look like a "blue stocking", but mini-skirts and extravagant accessories are unacceptable for her. Jewelry set should be kept to a reasonable minimum.

Business is a sexless community, says Marina Arkhangelskaya. - And many generally accepted rules of conduct - for example, the custom of letting a lady go ahead - lose their meaning here. Of course, if the lady is given a seat at the negotiating table, that's good. But a business woman shouldn't demand that.

There are special rules for dealing with business cards. If shaking hands and introducing are formal acquaintance activities, then exchanging business cards is informal. They are sure to thank you for the business card you received. The gross violation is to instantly put it in your pocket or business card holder. First, the card must be read carefully.

Knowing the intricacies of etiquette is important not only for diplomats. An awkward gesture or word can smear the entire impression that was planned to be made on a business partner. How to prepare for an important meeting and avoid a single puncture?

The power of words

It is customary to address partners in Russia by first name and patronymic. Except when the corporate culture allows you to call each other by name, in the American manner.

Etiquette strictly prescribes how to build a conversation in order to consistently carry out the intended plan and remain friendly at the same time.

It is not customary to immediately take the bull by the horns, advises Marina Arkhangelskaya. - It is considered good form to say at the beginning of negotiations two or three phrases on secular topics - the weather, the latest cultural events, the economic situation.

The most valuable qualities of a negotiator are patience, tact, diplomacy, insight and calmness. Experts do not recommend sitting with a stone face during a business meeting, however, it is also undesirable to show your emotions. You can't speak loudly, but you shouldn't whisper barely audibly. Unnecessary noise and sudden movements should be avoided. You need to be friendly, but still keep a psychological distance.

For example, do not overuse compliments, - says Marina Arkhangelskaya. - You can pronounce only those that relate to business issues. Sometimes it is permissible to mark the business suit of the interlocutor. But it is undesirable to move on to discussing the remarkable qualities of his personality.

In a conversation, it is better to keep one step more formal than a step more familiar. But at the same time, you should not be afraid to be friendly. A positive attitude and interest can be shown with the following phrases: "Glad to see you!", "Thank you for taking the time to meet with us!"

Experts consider it bad form to demonstrate a sense of superiority. This can be expressed in threats, remarks, accusations, and a condescending tone. It is indecent to hint to the interlocutor about your connections with influential people. It is impolite to demonstrate unshakable confidence in your righteousness, make categorical statements, impose your advice, interrupt the interlocutor.

Conversely, if you feel that you are under pressure, you should not take a defensive posture. This will lead the negotiations to a standstill. The partner should answer politely and calmly, and if you feel an attack of irritation, just keep silent.

The golden rule of diplomacy is to be careful with the words "no", "never", "it's impossible."

You should not start a phrase with the words of denial, - says Marina Arkhangelskaya. - Often it becomes the beginning of a conflict, confrontation. Of course, you also need to be able to say "no". But before you refuse, you should definitely explain the reason why the partner's offer is not interesting to you.

All agreements that were reached during the negotiations come into legal force at the moment when they are fixed on paper and signed by the leaders of the two parties. It can be not only a contract, but also a protocol of intent, which is not binding.

And the most important rule of negotiation: never promise what you cannot deliver. It is always discrediting. It is better to exceed your partner's expectations than not to meet their expectations.

OPINIONS WHAT BURSES YOU ABOUT YOU?

Nikolay SKOROKHODOV, Managing Director of Pizza Center (Moscow):

Non-punctuality. If a partner is late for negotiations, it means that he will be careless in business. My practice has confirmed this more than once. I also always pay attention to how a person is dressed. Indeed, sometimes an entrepreneur verbally operates with large sums, but by his appearance you cannot say that he has seen such money in his eyes at least once.

Vladimir LIM, owner of the network of photographic laboratories "Fuji-Photo Center" (Petropavlovsk-Kamchatsky):

I really do not like it when the meeting is poorly prepared. I prefer to discuss the meeting plan in advance so as not to waste time in vain. Worse not, when your interlocutor now and then gets lost on extraneous topics and sends the secretary to look for the missing piece of paper.

Valery GRECOV, General Director of the Grill-Master company:

I do not like it when the interlocutor behaves arrogantly, shows incorrectness, disrespect for someone else's business.

COMMUNICATION WITH A FOREIGN ACCENT

Many in Russia are confused by the American way of getting down to business and quickly dotting the i's, as well as the love of discussing business issues at early breakfasts, stand-up lunches and breaks. However, this by no means speaks of a lightweight approach to business. The members of the American delegation are quite independent in making decisions. All of them, as a rule, are good specialists in the issues to which the negotiations are devoted.

In order to conduct a meeting with Americans and Canadians most effectively, it is not necessary to arrange it too formally. And do not be surprised if, ten minutes after meeting, the overseas interlocutor begins to address you simply by name. This is not a sign of familiarity, but evidence of a friendly attitude towards you.

GREAT BRITAIN

Business etiquette in the British Isles is based on traditional English good manners.

Communicate with panthers from England is emphatically polite and formal, using the terms "mister", "mrs" and "miss". During negotiations with them, any physical contact is excluded, except for a handshake. You should come to a meeting in classic clothes. A good start to a business conversation is to exchange views on the latest cultural or sporting events.

When planning a meeting with the British, it is worth remembering that their working day usually lasts from 9 to 17 hours. During the working day, they are most often not distracted by lunch, transferring lengthy gastronomic procedures to the evening.

ARAB COUNTRIES

Business people from Arab countries are characterized by self-esteem and national pride. The level at which the negotiations are conducted is of great importance.

Partners from Arab countries will certainly ask you during the conversation: "How are you? How are you?" But this does not mean that they really want to hear a detailed story about your well-being. This is just a tribute to oriental etiquette.

Until you get to know the interlocutors better, it is not recommended to joke. You shouldn't touch on religious topics and be interested in your spouse's health. Do not flaunt the soles of your feet - this is indecent. It must be remembered that Islam forbids alcohol. Therefore, among drinks, it is better to offer tea and coffee to its guests from the East.

And also get ready that during negotiations with Arab businessmen you will have to wait a long time. Punctuality is not their best feature.

JAPAN

The Japanese are very scrupulous in following the protocol of the meeting. You should not dress too brightly to meet them. A conservative style is more suitable.

You can win over interlocutors from the Land of the Rising Sun by showing your observation skills and knowledge of their national traditions.

According to Japanese business etiquette, a party that makes concessions can count on a reciprocal gesture from their partners. But keep in mind that the word "yes" does not necessarily mean that you agree with you. It just means that the interlocutors heard and understood you. The fact is that in Japan it is not customary to say the word "no".

Negotiation is practically any process of reaching an agreement. What is important to consider when planning, preparing and conducting negotiations? What do you need to be prepared for?

So, when planning, it is important to take into account the place, time, duration of the negotiation process. In preparation - the agenda, the composition of the participants, their status and the comfort of the conditions. When negotiating, the most important thing is the strength of the negotiating position, behavior and style of the negotiation process.

What is negotiation?

From the point of view of transactional analysis, the ability to negotiate is available only in the "adult - adult" position. The adult position of one of the parties in the negotiations should eventually bring the opposite side into adulthood from the position of “child” or “parent” (manipulation or pressure comes precisely from these positions). Adult behavior helps resist manipulation. Whims cannot last long, since the "child" has a limited resource of strength or patience. And the diktat of the "parent" is generally inappropriate in the negotiation process.

Negotiation process

The negotiation process leads to a result if you have a clearly defined goal and criteria for achieving it.

The negotiation process leads to a result if you have a clearly defined goal and criteria for achieving it. If they are absent, you will most likely have to agree to the terms of the opposite side. Having a plan A and B, if something goes wrong, will allow you to defend at least the minimum acceptable position. This gives confidence, the lack of which is read by the other side and is costly. The script and the distribution of roles also lend weight, confidence and dynamism to the negotiation process and the team. It is important to distribute functionality. Even if the negotiations are conducted by one person, it is necessary to take into account the content, capture the main points on paper, monitor the interaction of the team on the other side of the negotiating table, and even read bodily and emotional markers that sometimes speak much more than words.

Negotiation table

It is important to know the place of negotiations in order to arrive in advance and “mark the territory”. Supplement the scenario with a seating scheme for the participants. This is the so-called psychogeography. Experienced negotiators try to take the most advantageous position at the table even before the start of negotiations, if this is not initially determined by the protocol. Leadership in this matter provides an initial advantage and adds confidence.

Negotiation status

When planning and preparing negotiations, it is important to clarify and agree on the statuses of the parties' representatives.

When planning and preparing negotiations, it is important to clarify and agree on the statuses of the parties' representatives. If a deputy or an employee of a lower level of the hierarchy is sent to negotiate with the first person, then this is an initially non-equilibrium state, and either the negotiations will be of an intermediate nature, or this is a completely different scenario. It will not work out that way if the other side does not have sufficient powers. The higher the status of the negotiations, the more formalities they have: nameplates for seating arrangements, regulations, keeping minutes and signing an agreement or agreement of intent. It is interesting that the coincidence of statuses once again confirms that only equals can agree. Otherwise, it's just a broadcast of someone else's position. See example # 1.

The strength of the negotiating position

Strength in this case is a figurative expression. In fact, with a strong negotiating position, the opposing side agrees to the proposal on the most favorable terms for itself. Although there are situations when the strength of a negotiating position lies in the ability to get up and leave the negotiating table at any time. For example, if an offer is unacceptable or in violation of business ethics. See example # 2.

Features of behavior

Negotiation is primarily about communication, and all people are different.

Knowledge of personality typology and other psychological knowledge is, of course, very useful. Nevertheless, it is important to understand: negotiations are first of all communication, and all people are different. For example, people say yes and no in different ways.

In the PAEI model of Itzhak Adizes, there are four manager roles: results producer (P), administrator (A), entrepreneur (E), and integrator (I). They all express their agreement and disagreement in different ways, although they use the same words and sounds. Knowledge of these features helps to achieve mutual understanding.

Time attitude

The factor of both chronometric time and its derivatives in the form of speed of presentation or time pressure is very important. As soon as you are rushed into making a decision, take a break. First, it will be a balanced decision. And secondly, you will check how manipulative the opposite side of the negotiations is. As you look at the table below, you are likely to recall examples from your negotiating experience.

Marker
What means "Yes and no"	Yes means yes. "No" means "no"	Yes ”means“ yes ”. "No" means "convince me." Pronounces "no" often, but it is not the final "no"	“Yes” means “why not”, “yes” is easy to say, but this does not mean final agreement	"No" is "possible." Tries to avoid direct "yes" or "no" answers
	Tries to make the most of it, but never has enough time, often reschedules scheduled appointments	Everything is planned, does not like changes	In his time, on his own wave, he does not respect the time of others. But if you like the idea, time will find	Situational approach. Open to people
Enter into contact	Report an issue	Agree in advance on the agenda and regulations	Talk about opportunities, not problems	Through the threat of conflict

How to get in touch?

The skill of establishing and maintaining the necessary level of contact leads to the most essential factor for the effectiveness and efficiency of negotiations - trust, the downside of which is responsibility. Earlier in Russia there was such a concept: "the word of the merchant." And it was enough to shake hands as a sign of reaching an agreement without any agreements on paper. Taking into account the above factors in the model "Clarity — motivation — responsibility", technologically, negotiations, like any business communication, proceed according to the algorithm for achieving the necessary and sufficient clarity. In the presence of clarity, motivation almost automatically arises, which leads to the distribution of responsibility between the negotiators.

The Role of Emotions in Negotiation

Someone in negotiations tries to hide their emotions or put on a show. The range is large enough, but emotional intelligence skills are key to negotiating success.

Emotions are a more ancient mechanism for regulating life activity than thoughts.

The ability to recognize one's own and read other people's emotions, analyze the reasons for their occurrence, consciously transform the emerging emotions into the most appropriate at the moment helps to control oneself and others. Emotions are a more ancient mechanism for regulating life activity than thoughts. Evolutionarily, speech appeared much later. In almost all cultures, the basic emotions of joy, anger, surprise, fear, and disgust are expressed in almost the same way. An experienced negotiator manages his emotions and monitors the expression of the emotions of those around him. Emotions can confirm words, or they can express something different from the meaning spoken by the interlocutor. This is a rich material for developing strategies and tactics for negotiating. See example # 3.

Cross-cultural features

In the case of negotiations with foreigners, representatives of other cultures and confessions, it is very important to take into account the peculiarities of their mentality as much as possible and invite a professional translator. There can be quite a large number of scenarios. And it is better to think them through in advance, since each culture has its own attitude to the parameters listed above. This will increase the efficiency of your negotiations and help you achieve the best possible outcome. example No. 4.

Negotiation philosophy

Those who believe that negotiations are similar to military actions should remember that we need living partners and clients. In the long term, it is mutually beneficial agreements that ensure cooperation, and adults are able to renegotiate rather than engage in military action if something goes wrong. Often in confrontation it is generally impossible to find a solution and agree. In this case, the only solution is a compromise, that is, neither the one nor the other side fully achieves the set goals as a result of negotiations. In terms of confrontation, there are no mutually beneficial solutions, they must be sought to reach a consensus, that is, for a win-win position, it is important to get out of a situation of direct conflict of interests in search of acceptable and consistent conditions, to look at the situation from a bird's eye view.

EXAMPLES

Example No. 1

My colleague and I came to the organization for negotiations. We are met by the head of the purchasing department and said that the general director will not be here today, and their position cannot be revised under any circumstances. I note that this is an "interesting" position to discuss the start of cooperation. Nevertheless, we sit down and begin negotiations. We are probing the ground to find a solution. The opposite side does not go forward a step. At this moment, a man looks into the meeting room with a confident look and asks how are you doing. In response, the head of the purchasing department replies: "We are now finishing, and they agree to accept all our terms." He sees surprise on our faces, and then his gaze falls on the business school badge on the lapel of my jacket. He breaks into a smile and sits down next to me. It turns out that we are from the same alma mater, and he graduated from it a few years before me. Over the brought coffee we find mutual acquaintances and discuss which of the teachers taught which courses. Then he asks me why we came. I summarize the essence of the matter. In five minutes, we find a decision that only CEOs could have made. Since then, I have always tried to find out the composition of the negotiating team of the organization in which I am going to a business meeting. I look for information about them and sometimes use it to establish contact and build trust. You can even find a lot on social networks and the Internet. Information about professional experience, education, and hobbies can be extremely helpful. And the head of the purchasing department in that organization was recently appointed to this position and tried very hard to "correctly" negotiate.

Example No. 2

A business reputation, especially in the provision of complex intellectual services, is more valuable than any money. The head of the personnel service discusses the conditions for the provision of corporate coaching services during negotiations. Insists on giving him all the details and content of the coaches' work with his colleagues - heads of departments of the organization. I patiently explain that this will violate the main tenet of coaching - confidentiality. I would like to inform you that I am forced in this case to fundamentally refuse to conclude an agreement and a large-scale project. After a bit of bickering, we find a solution. The subjects of coaching in the organization will write reports to the HR manager themselves, at their discretion revealing the details of what is happening in the coaching interaction. Coaches will send reports only with the topic of each coaching session, as the session cycle is aimed at increasing the productivity of leaders based on individual development plans. The work plan is originally written in the annex to the contract, and the coach, in case of rejection, only reports this fact. This decision suits all parties: the leader, his colleagues and coaches.

Example No. 3

Representatives of the industry leader from Germany came to us to negotiate cooperation, in fact, a takeover. Their position is understandable and in advance infuriates the owner of the organization in which I am responsible for protocol negotiations as a development director. The two owners see each other for the first time, and when they meet ours declares to the German in Russian: "Now I will show you Stalingrad!" Ringing silence for a few seconds, the German's face and telonic does not react like that. Only the pupils dilated. The foreign team stands silently. The German, swallowing, answers in Russian: "Show me!" Our negotiations lasted for several days, and the team from Germany showed high professionalism and the highest class of negotiation. I especially liked their system of conventional signs and teamwork in transferring words to each other, depending on the area of ​​expertise and functionality. Everything is clear to the point. And in the restaurant they behaved quite lively, and it was interesting to communicate with them on topics outside of business. So the question is, who showed what to whom.

Example No. 4

The owners of the largest Italian manufacturer in the industry were invited to the retail network to launch a new line of business. Father and son arrived. For the first time in Russia. The eldest is over 70, the son is 35-40 years old. They are very modestly dressed. We met them at the airport in the VIP lounge, brought them to our flagship store and then went to a restaurant to meet with the owner of the retail chain. The restaurant is pretentious, sturgeons swim along the channels between the tables. The owner's partner called prostitutes to our table. They talk about anything other than the purpose of the industry leaders' visit. They sit like a stake swallowed. They are silent, they do not drink vodka, they hardly eat. An hour later, the senior Italian started nodding, and the son said: “Take us to the hotel. We need to pray, and we are used to getting up at 5 am and going to bed at 9 pm. " Our time is already midnight, and we sat in the restaurant for more than two hours. The only thing that I learned from my son during this time is that he goes to church every morning to pray and they have a plant in some mountain village. He has a lot of children, and he worships his wife. In the morning they are cheerful, but again they are silent. Negotiations began, and it turns out that the father does not understand English or French at all, and the son does not know business vocabulary. Although we talked a little about everyday topics on the way. The result is a conversation between a blind and a deaf person. An interpreter from Italian was urgently called. We agreed on everything like. But then the matter did not go well. And before the flight, the Italian son asked me: "Why did you invite prostitutes to negotiations?"

You should come to the negotiations at the exactly appointed time. The other party may refuse to negotiate if you are late. In any case, this can negatively affect your image, as well as the very course of negotiations. If negotiations take place in the office of one of the participants, his employees (assistant or assistant) meet guests at the entrance. At the first meeting, if the participants are not familiar, it is necessary to introduce yourself. The head of the host delegation is introduced first, then the head of the arriving delegation. The heads of delegation then introduce their staff. Here, too, the host delegation must be represented first. The order of representation of delegations is “descending”, that is, they first represent those who occupy a higher position. Participants can exchange business cards. With a large number of delegations, such an exchange is difficult and therefore unnecessary. In this case, prior to the start of negotiations, each participant will be given a list of delegations, if possible with full names and titles. Delegations are seated so that members of each delegation, occupying an approximately equal position, are opposite each other. The first to sit down at the negotiating table is the head of the host country. During the negotiations, he owns the initiative. He starts the conversation, makes sure that there are no pauses in the course of negotiations, which can be perceived as a signal for their end. During negotiations, it is not customary to interrupt the speech of partners. After the speech, you can ask clarifying questions. If, nevertheless, there is a need to clarify any detail during the speech, you must apologize, and make your statement as brief and specific as possible. During negotiations, it is widely practiced to give the head of the delegation the floor to speak to other members of his delegation, experts and advisers. During the negotiations, tea or coffee can be served. Another option is to take a coffee break. It is usually used during long enough negotiations, as well as if you need to exchange "unofficial" opinions, "defuse the atmosphere", just have a little rest. In the course of negotiations, delegations can form expert working groups to process individual problems. As a rule, these groups of specialists from the delegation are removed to a separate room, agree on a possible solution or an item in the final document and bring the results of the work to the heads of delegations. The host usually makes sure that there are pencils or pens, notepads, or just plain paper on the negotiating table. If the delegations are large in size and the premises are large, then it is necessary to take care of sound reinforcement. As a rule, the question of the working language of negotiations is agreed in advance with foreigners. If simultaneous translation is envisaged, then you should think about a workplace for the translator - a special booth. With consecutive interpretation, the interpreter of each side sits to the left of the head of the entire delegation, or immediately behind him and slightly to the left. Presentation of credentials An important point in any negotiation is the presentation and presentation of credentials. This is especially important if your partners don't know you yet. Such a procedure only strengthens the credibility of the interlocutor's words, but also gives you and your new partners the opportunity to clearly identify the subject of the upcoming discussion. In the simplest case, this can be a letter of attorney from the head of your company, assuring that you are instructed to negotiate on a specific topic. In such a document, it is not out of place to mention that you are entrusted to sign (or only agree on) a joint document. If in the text of the agreement that you are entrusted with preparing, there is a reference to the Regulation on your organization or to its Charter, then you should have a copy of them with you for transfer to the other party. To confirm his authority, the head of the firm can serve letters of recommendation from his bankers or business partners known to the other party. A story about your firm or organization, accompanied by the transfer of a copy of the audit report, an article about your organization published in a reputable magazine or newspaper, can serve as a kind of evidence of authority. In turn, you, accepting previously unknown partners, have the right to inquire about their powers, during the conversation ask a question about their partners, bankers, about whether they have the right to sign joint documents. In some cases, it is better to ask your lawyer or the person in charge of paperwork in your delegation to ask such questions (this can be done during the preparation of negotiations or a conversation on the sidelines). A special role is played by the formalization of powers in interstate relations. So, when leaving for an international conference, for the head and members of the delegation, credentials are drawn up on a special form and submitted before the start of this forum to the credentials committee established at the conference.

7.3. Negotiation technology

Stages of submitting a position The stages of submitting a position, or negotiating, imply a sequence of solving the following tasks: mutual clarification of interests, points of view, concepts and positions of the participants; their discussion (including the advancement of arguments in support of their views, proposals, their justification); coordination of interests and development of agreements. The presence of the first stage assumes that before the parties begin to work out agreements, they will find out and discuss the points of view of each other. At the same stage, a "common language" is developed with the negotiating partner, including the clarification of concepts. At the second stage, the participants try to realize their interests in the most complete form. This stage is of particular importance in case of conflicting relations between the parties and can take up most of the negotiation time. When the parties are oriented towards resolving the problem through negotiations, the main result of the second stage will be to identify the framework of a possible agreement. In this case, the parties proceed to the final stage - the coordination of interests and the development of agreements. It can include two phases: first, developing a general formula, then agreeing on details. Obviously, the highlighted stages do not follow strictly one after the other. The participants in the negotiations can return to the previous stage, however, the general sequence of these tasks must be preserved. Otherwise, the negotiations may be too protracted or even frustrated.

Lecture 7. Conducting negotiations with business partners (continued) 7.4. Negotiation strategy

The choice of a negotiation strategy is determined by the tasks that you are going to solve while working with partners. "Bargaining" is a negotiation strategy in which each of the participants is focused on the maximum realization of their own interests and goals and practically does not take into account the extent to which the interests and goals of the partner will be realized. He seeks to "bargain" for the most advantageous final document for himself and focuses on his own victory. “Partner Problem Analysis”, sometimes referred to as the partner approach, aims to solve a problem while maximizing the interests of both parties. The course of negotiations in the implementation of this or that strategy is different. "Bargaining" is focused on manipulating the behavior of the negotiating partner. “Analyzing the problem with the partner” presupposes a significant degree of openness among the participants and the formation of a dialogue relationship. In the real practice of negotiation, none of the strategies in a "pure" form is applied, therefore, in each specific case, one should speak of the dominant strategy. Choosing "bargaining" as such, the negotiator can achieve a number of advantages for himself, but he risks that the negotiations will be thwarted, as well as the fact that the agreements will be poorly implemented. With the main focus on the "partnership approach", agreements are usually more durable. "TORGA" tactics The "bargaining" strategy is carried out by means of various tactical techniques and their modifications. First of all, this is “putting pressure on a partner”, which is realized, in particular, by “using threats” and “bluffing”. The "overestimating the initial requirements" approach assumes that you are asking for much more than you really hope to get when you start negotiations. The last-minute demand approach is that one of the parties, at the end of the negotiations, when it becomes practically obvious that they have been successfully completed, puts forward new demands. At the same time, the participant proceeds from the fact that the partner, being extremely interested in signing the previously reached agreements, will make concessions. Ascending demand is often used. For example, seeing that a partner agrees with your proposals, you put forward new ones. The method of "double interpretation" assumes that during the negotiations, you "put" a wording containing a double meaning into the final document, which will allow you in the future to interpret the agreement in your own interests, without violating it formally, i.e. e. by following its "letter". Tactical Techniques of "Joint Problem Analysis with a Partner" When focusing on the strategy of "joint problem analysis with a partner", the "gradual increase in complexity" of the issues discussed can be used. It implies that negotiations start with easy questions and then the participants move on to difficult ones. At the same time, reaching agreements on conflict issues has a positive psychological effect on the participants, demonstrating the fundamental possibility of reaching mutually acceptable solutions. The technique of "dividing the problem into separate components" is usually used in complex negotiations, in the presence of conflicting relations between the parties. In this case, at the first two stages of negotiations, these components are identified, and then, if it is impossible to reach an agreement on certain components, the issue of placing them "outside the brackets" is decided, that is, refusal to consider them during these negotiations. When using this technique, only a partial agreement is implemented. Simultaneous use of both techniques is possible. For example, after “dividing the problem into separate components” and putting some of them “out of brackets”, “a gradual increase in the complexity of the issues discussed” is applied: first, the issues on which the parties' positions coincide or are close are agreed, and then the negotiators move on to more complex problems. Tactical Techniques of a Dual Nature Some techniques, while being similar in their manifestation, can nevertheless be applied either in "bargaining" or in "joint analysis of the problem with a partner." One such dual technique is "bundling" or "linking", in which several proposals are linked and proposed for consideration as a "package". A "package" within the framework of bargaining involves the linking of proposals attractive to the other side with those that are not very acceptable for it (in fact, "sale to load"). The party offering the “package” assumes that the partner, being extremely interested in several proposals from this “package”, will accept the rest. A different kind of "package" is used in the framework of "joint problem analysis with a partner." It represents the alignment of interests with the possible benefits for all participants due to the fact that one issue is more important for one side, while the other is for the other. Accordingly, large concessions on less significant issues from each side allow both sides to win. It should be borne in mind that the possibilities of the "package" within the framework of the "joint problem analysis with the partner" are limited, i.e. because the bulkiness of the "package" can lead to a significant decrease in its effectiveness. "Leaving" (veiled refusal to discuss or accept a proposal) is used in "bargaining" if issues are raised that are currently undesirable for discussion for tactical reasons. In a “partnership approach”, this could be, for example, a request for a break to hold informal consultations. Less common is the trial ball technique. Its essence is that the proposal is formulated in the form of an idea that does not commit to anything. The partner is asked to answer the question “what if?”. Often, the opposite side begins to react to this formulation as to a proposal and discuss the prospects for its implementation. The initiator with such a formulation of the question, having listened to the partner, has the opportunity to "take" his proposal back, without risking losing his reputation. Within the framework of the "partnership approach", this technique makes it possible to indirectly clarify the partner's position in order to find a mutually acceptable solution. When "bargaining", it allows you to receive information from the opposite side, which can then be used for your own purposes.

• Rules for the preparation and etiquette of negotiations
• What are the mistakes inbusiness negotiation etiquette is allowed by Russian businessmen
• Negotiation etiquette

Negotiation is a dialogue of equal partners, not the imposition of one's own position. Negotiators should be ready to make compromises, accept and respect someone else's point of view, reasonably prove, and not push their opinion. In other words, you need to follow negotiation etiquette and business protocol rules. Knowledge of and adherence to the norms of business meeting etiquette helps to establish constructive discussion, focus on solving professional problems, and minimize emotional stress.

Negotiation etiquette: preparation rules

Negotiations, unlike a business meeting, end with the signing of an agreement or at least a protocol of intent. That is why it is necessary to prepare for negotiations thoroughly, thinking over not only their substantive side, but also organizational support. Moreover, if the choice of arguments depends on your knowledge and abilities, then the organizational support of the meeting is predetermined by the rules of business negotiations etiquette. You just need to know these rules.

Rule 1. Preliminary consultations

It makes sense to appoint negotiations only if both parties are interested in cooperation. Therefore, first of all, you need to find out the goals of the partners and determine the subject of discussion. Preliminary consultations will help to find the area of ​​intersection of interests. When you are convinced that the partners are, in principle, determined to work with you, start preparing negotiations. This task can be assigned to a dedicated protocol group (large companies even have permanent protocol departments).

Rule 2. Time of the meeting

The timing is based on the expected duration of the negotiations. Usually it is convenient to choose the morning - 10 or 11 o'clock. If the activity started in the morning, it should be completed no later than 17-18 hours. Psychologists and physiologists recommend holding negotiations on Tuesday, Wednesday and Thursday, since these days are the peak of a person's mental and physiological activity.

Rule 3. Place of meeting

Serious business people are negotiating in an office setting. Saunas and restaurants are not the best places to make decisions. At the restaurant, you can celebrate the successful completion of negotiations or make a business meeting to maintain partnerships and clarify mutual interests - but nothing more.

Negotiations can take place both in your office and with partners - both options have pros and cons. It is easier and calmer to communicate on your own territory - just like playing sports on your own field. However, in this case, you cannot avoid organizational hassle. On the other hand, psychological stress is higher in a foreign field. If the companies have been cooperating for a long time and regularly hold negotiations, you can follow the sequence: today - we come to you, and tomorrow - you come to us. It also happens that it is better to schedule an event on neutral territory. This is useful in particular when:

• partners are in a very tense relationship and none of them wants to give the other even such an advantage as their field;
• it is necessary to ensure maximum parity in the negotiations so that both parties are on equal terms;
• The negotiations are planned to be confidential, and the offices of both one and the other partner are not equipped with any technical means of protecting information.

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Etiquette of business meetings and negotiations. How to prepare a meeting room

First of all, you need to ensure cleanliness and order. Writing materials should be on the tables. These may include your branding, but this is not required. By tradition, the room is decorated with flowers. If it is decided to put flowers on the table, choose low or recumbent bouquets: they will not close the participants from each other. There should not be tall bouquets on the negotiation table, but they can be placed in other places. On the table you need to put bottles with mineral water without gas (they are not opened in advance) and impeccably clean glasses. Do not forget to keep order in common areas (corridors, halls, lobby, toilets) throughout the office. You should also choose a smoking area and tell guests how to get there.

Meeting offices can be rented in many business centers. Local specialists will undertake the preparation of the premises, service of negotiations and their technical support.

Rule 4. Composition of the delegation

The number of negotiators from each side and their official level should be approximately the same. The head of the delegation is the employee who makes the final decision both on the subject of negotiations and on the observance of the approved procedure. Usually the delegation is headed by the head of the company, but there are exceptions. For example, if a specialist has a better command of the negotiation technique, or if a director has been appointed recently and has not yet fully understood the situation, then another person may lead the delegation. In this case, all the powers during the negotiations and all the responsibility for making decisions rests with the head of the delegation, and the General Director needs to remember this. Company representatives must obey the decisions of the head of the delegation without question. It is a big mistake during negotiations to start a dispute among themselves or to question the decision of the leader.

Rule 5. Documents and handouts

Drafts of all decisions, contracts, agreements should be prepared in advance. Please note that the word "project" must be included in the titles of such documents. Think in advance what information materials can be useful during negotiations. Important information should be at hand at the right time. Participants should not be forced to wait until the secretary finds the necessary documents or calls the person who has the required information. The printed materials should be prepared in sufficient quantity and in the same configuration for all participants. Excuses like "there is not a very high-quality copy left for you" are offensive.

In addition, it makes sense to collect in advance information about the participants in the negotiations from the partners, first of all - about the General Director. When you know everything or almost everything about your partner, it becomes easier to influence the outcome of the meeting. Any information can come in handy - both about the culinary preferences of the CEO, and about what book he recently read.

Make sure all members of your delegation have an adequate number of business cards.

Rule 6. Souvenirs for partners

If you wish, you can prepare small gifts for the negotiators. Souvenirs don't have to be bulky or expensive. It is useful to provide them with the logo of the company. The General Director is given gifts that are different from others, as a rule - more valuable. It is good practice to warn partners about the prepared souvenirs (through protocol groups or departments) so that they do not find themselves in an awkward position due to the inability to show courtesy in return.

Rule 7. Bargaining etiquette and dress code

Men should wear dark suits and light shirts when negotiating. A tie should not be variegated and multicolored. It is better to opt for a dark tie with medium-sized light polka dots or a diagonal light strip. Shoes - classic black shoes with laces (oxfords); of the decorative elements, only the seam separating the toe of the shoe is allowed. Patent leather shoes or shoes made of exotic animals (crocodiles, snakes, ostriches) are unacceptable.

The best clothing for women in negotiations is a dark business suit (jacket with skirt or dress). In addition to the suit, it is better to choose a light shirt-cut blouse, transparent flesh-colored tights, black pumps with low heels (3-5 cm) with minimal decor. A tie like a man's, no matter how fashionable it is, a woman should not wear to such events - this is the unwritten rule of the business world. A few ornaments, strict and discreet, are acceptable. Earrings like gypsy ones and any bracelets are excluded.

Negotiation etiquette

You should arrive on time for negotiations. Late is a violation of negotiating etiquette; it can be viewed as disrespectful to the other party or even as an insult. If your delegation has been delayed for a short time due to unforeseen reasons, you must apologize. If you are late for more than 15 minutes, the General Director of the receiving party has every right to delegate negotiations to assistants or refuse to meet on that day.

14 mistakes inetiquettebusiness negotiations allowed by Russian businessmen

1. Perception of the interlocutor as an adversary.
2. Suspiciousness, secrecy, hostility (which is just the desire to hide the company's code of ethics, which is customary to be proud of all over the world).
3. "Messianic" ambitions - the idea that Russia (or a particular city, region) is the best, and in other countries (cities, regions) everything is done wrong.
4. Collectivist thinking (explained by a difficult historical legacy). It manifests itself in the unwillingness to take responsibility: the boss refers to the deputy, the deputy refers to the deputy deputy, etc.
5. A tendency towards authoritarian behavior, which means an absolute non-transparency of information for the team. This approach also has deep historical roots (the relationship between the master and the serf).
6. Tough negotiation style, unwillingness to make concessions.
7. Loud speech, no, no alternative.
8. The desire to avoid discussing difficult issues. The conversation is taken in a different direction - changing the topic, so that later on not returning to the "uncomfortable" problem, offering additional tea or watching something that is not related to the issue under discussion, etc.
9. Manipulation. It happens, for example, that a delegation is deliberately late for negotiations in order to show who is in charge here (since the bosses are always late). If the partner's delegation is late, they point it out with all the severity.
10. Inability and unwillingness to navigate the peculiarities of the national and regional psychology of partners.
11. Inability to draw up negotiation documentation.
12. Inadequate appearance. Often too smart, pretentious clothes.
13. Bad manners. Once, for example, the negotiations were conducted by a lady - the director of the personnel department. She was dressed in a green business suit and at the same time in white sandals. Pointing with her finger to where the visitors were supposed to be located, she said: "Please, gentlemen!"
14. Failure to keep promises made during negotiations.

Meeting with guests. If your company is the host, then by the appointed time all members of your delegation should be in full force in the meeting room. Guests are greeted by an employee who is not participating in the event. He escorts them to the meeting room. The first to greet and introduce himself is the head of the host delegation, then the head of the guests' delegation. After that, the head of the host delegation invites everyone to take their places.

Seating for the negotiators. The first to take his place is the head of the host delegation. The rest are seated in accordance with the placed signs. One of the most common seating options is this. Delegations are placed opposite each other, each occupying its own (long) side of the table. At the same time, General Directors are located in the center opposite each other. On the right hand of the head of the delegation sits the second most important employee, on the left - the third, the next from the right - the fourth, the next from the left - the fifth, etc. behind the head of the delegation. Note that it is considered bad form to disregard the seating arrangement prescribed by the owners and sit in someone else's seat. Only George W. Bush could afford this when he was president of the United States. At one of the G8 summits, he unceremoniously settled down next to German Chancellor Angela Merkel, taking the place of British Prime Minister Gordon Brown. The efforts of the organizers, who tried to draw Bush's attention to the couvert card, have come to nothing. He pretended not to understand what they wanted from him, and this greatly entertained the world community.

Exchange of business cards. After everyone has taken their places, the head of the host country introduces the members of his delegation (regardless of whether the participants in the negotiations are familiar with each other or not). Then the head of the guest delegation introduces his team. If there are less than ten people in the negotiations, the participants exchange business cards. Everyone hands over their business card to the partner sitting opposite. The received card can be put in a breast pocket of a jacket or put in front of you in order to be able to clarify the name of your partner if you happen to forget him. This is especially convenient when not vertical plates are used for seating in negotiations, but recumbent cards. If there are many negotiators, then the exchange of business cards at the table is inappropriate. In this case, each participant must have a complete list of members of the partner's delegation (with surnames, full names and patronymics, positions). Members of the delegations will have the opportunity to exchange business cards later, during the break or at the end of the meeting.

Beginning of negotiations. The General Director of the host country starts negotiations. He also makes sure that there are no long pauses during the event. The ensuing silence can be perceived by the guests as a hint at the end of the meeting. You should not get down to the topic of negotiations right off the bat. First you need to exchange a few phrases on an abstract topic: about the weather, about mutually beneficial cooperation in the past. Topics that can cause disagreement (religion, politics, sports preferences, national characteristics) should be excluded from the preliminary conversation. After that, the head of the hosts delegation proposes to move on to the topic of negotiations. The Director General may give the floor to other members of his delegation, as well as experts and advisers. It is not accepted to interrupt the performance of partners.

Breaks during the meeting. Mobile phones should be switched off during negotiations. All breaks (eg lunch) must be planned in advance. To prevent the audience from being disturbed, you can hang a warning on the door “Do not enter! Negotiations are in progress. " The secretary has the right to enter only at the request of the head of the host delegation. If, nevertheless, a stranger appeared in the room, the head of the delegation of the host country should demand that he leave immediately.

Conversation recording. In business practice, it is customary to keep a record of negotiations. This is done in different ways: some draw up protocols by hand, others type them on a computer, and still others record speeches on a dictaphone. But to start recording, you need to notify both parties and get their consent. Negotiations can be recorded by both a technical officer and a member of the delegation.

Completion of negotiations. By the end of the meeting, you need to defuse the atmosphere. This can be done, for example, by asking the participants to take off their jackets. Only the head of the host delegation can take this initiative. Until the official, protocol part of the event is over (and the shooting is underway), it is not worth making such an offer. The initiative to end the negotiations remains with the head of the guests' delegation. As a rule, negotiations end with the adoption of a decision, which is documented. From each side, the document is signed by an authorized person (or persons), after which both partners are given their own copy of the document. Based on the results of the meeting, a report is drawn up, which can be sent for approval to the other party. Agreements reached in the negotiations - both written and oral - must be strictly observed, since the main principle of business etiquette is to keep the given word.

Souvenirs can be exchanged at the end of the event. Gifts received are not unwrapped or examined.

Negotiations do not always end satisfactorily for both parties. Sometimes the participants in the meeting decide to postpone the signing of the agreement in order to better reflect on their terms or the consequences of the deal. In this case, you need to discuss with the partners the date of the next round of negotiations. If it becomes clear that it will not be possible to come to an agreement either now or later, you should not issue ultimatums or leave, slamming the door. The head of the visiting delegation should simply declare that the difference of opinion is too great, thank for the joint work, say goodbye and leave with his subordinates.

• Business negotiations: step-by-step instructions for organizing and conducting

Expert opinion

Nicholas Corot, Chief Curator of the Research Center for Brand Management and Brand Technologies of the Reland Group of Companies, Member of the Council of the Guild of Marketers, Chairman of the International Affairs Committee of the Union of Marketers of Russia, Member of the Marketing Committee of the Chamber of Commerce and Industry of the Russian Federation, Moscow

Unfortunately, Russian businessmen usually remember the etiquette of business negotiations only at meetings with foreign partners. However, in recent years, business negotiation etiquette has ceased to be exotic - at least in megacities and regional capitals. Following the rules of conduct accepted in the business community now testifies to the status of an entrepreneur. This, albeit somewhat distorted, idea of ​​the purpose of etiquette led to positive changes. In addition, there are more new generation managers receiving modern education. They perceive bargaining etiquette as an integral part of their business.

And yet there are still plenty of shocking examples. Most often, the failures of the negotiators are associated with ignorance of the culture of the countries where the partners come from. Think about what it means to give an orthodox Hindu a business card with your left hand, and even pinching it with two fingers - the middle and forefinger. Or, when meeting (goodbye), pat the Japanese on the shoulder to show him your location. Or, for example, what does it mean for a woman to appear at negotiations with Arabs in a low-cut or overly short green dress. Many will not find anything reprehensible in such behavior, but all these are examples of monstrous insult to partners. A clinical case, in my opinion, is the habit of some directors to wear a tie to a short-sleeved shirt (as if they were clerks or servants from fast food establishments). You can be forgiven for such eccentricities if you top the Forbes world list. In other cases, you need to play by the rules.

Negotiation etiquette is not so tough today

Igor Berezin, President of the Guild of Marketers, partner of Semperia M&S, board member of the Russian Marketing Association, advisor to the president of the research holding "Romir", Moscow

Negotiating etiquette today is not as tough as the diplomatic protocol of the last century. These are not strict rules, but recommendations resulting from the generalization and formalization of business practices. According to my observations, most Russian businessmen are familiar with the basic rules of business etiquette. But the nuances are not known to everyone. In negotiations, a lot depends on the "senior in rank". If he knows and follows the protocol, the rest of the participants look at him and do the same.

In midsize companies, young executives often fail to delve into the intricacies of protocol. The most common mistake that I have encountered is when guests are made to wait in the meeting room for more than 5-7 minutes (and sometimes 15-20 minutes) until the “main boss” deigns to appear. Often hosts behave this way when visitors are interested in receiving an order or contract.

When seating at the table, mistakes are rare, but it still happens that the host does not leave the guests the opportunity to sit together, on one side of the table. This creates practical inconveniences and moral discomfort.

A common mistake we make is the lack of business cards or their uselessness. If the General Director does not give his business card or his personal e-mail and mobile phone are not indicated on it, the partners may conclude (possibly erroneously) that the manager does not intend to control the course of further cooperation. They will not "bother" him, trying to negotiate with managers (and take into account their interests).

Also, problems often arise at the beginning of negotiations - the entry is not always well thought out, there are delays while the parties decide who will start.

As you can see, negotiation etiquette is not so simple - it has a lot of subtleties. However, they are all logical and expedient, they are easy to remember; with experience, observing them will become a habit. This will greatly facilitate participation in negotiations and become a competitive advantage.