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The Negotiating TableYou can negotiate virtually anything Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for living. Some people negotiate deals for a living. Dr. Herb Cohen is one of these professional talkers called in by companies to negotiate on their behalf. He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ’yes’. This can be a problem because one of them usually begins by saying ‘no’. however, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr. Cohen says that one of his strategies is to dress down as that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, for example, dressing in a style that is novelty, expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr. Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friend but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying – put a few hesitations in, do not trying to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However, joint venture can mean joint risk and sometimes, if this becomes too great, neither party may be prepared to see the deal through. More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.Dr. Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuse their request, they will troop along to Dad and pressurize him. If all else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lessons to be learned from watching and listening to children.3.According to Dr. Cohen, understanding the other person will help you to
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The Negotiating TableYou can negotiate virtually anything Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for living. Some people negotiate deals for a living. Dr. Herb Cohen is one of these professional talkers called in by companies to negotiate on their behalf. He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ’yes’. This can be a problem because one of them usually begins by saying ‘no’. however, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr. Cohen says that one of his strategies is to dress down as that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, for example, dressing in a style that is novelty, expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr. Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friend but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying – put a few hesitations in, do not trying to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However, joint venture can mean joint risk and sometimes, if this becomes too great, neither party may be prepared to see the deal through. More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.Dr. Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuse their request, they will troop along to Dad and pressurize him. If all else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lessons to be learned from watching and listening to children.2.Dr. Cohen says that when you are trying to negotiate you should
The Negotiating TableYou can negotiate virtually anything Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for living. Some people negotiate deals for a living. Dr. Herb Cohen is one of these professional talkers called in by companies to negotiate on their behalf. He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ’yes’. This can be a problem because one of them usually begins by saying ‘no’. however, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr. Cohen says that one of his strategies is to dress down as that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, for example, dressing in a style that is novelty, expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr. Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friend but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying – put a few hesitations in, do not trying to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However, joint venture can mean joint risk and sometimes, if this becomes too great, neither party may be prepared to see the deal through. More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.Dr. Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuse their request, they will troop along to Dad and pressurize him. If all else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lessons to be learned from watching and listening to children.1. Many people say ‘no’ to a suggestion in the beginning to
The mercenary managerCompanies that have warned their workforces to confront the realities of job insecurity and limited careers are finding they have created a new type of mercenary manager prepared to move to the highest bidder, according to a new report. The survey by Ashridge Management Centre says the wave of insecurity that affected managers during the early 1990s was an unpleasant experience for many, but it has taught them to be more self- centered and independent about their careers. The backlash for companies, according to Laurence Handy, Ashridge's director of research, is that many managers are now more likely to look elsewhere to further their careers if their current employer is not meeting their expectations. They are saying they want something that's interesting, and they want paying for it. You now have a very hard- nosed group of people who have got the message,' he said.Nearly three-quarters of the 553 managers who responded to the survey said they felt in control of their jobs. This is a marked change from previous years' research when the message coming from managers was that they did not feel in control of anything,' said Mr. Handy. 'Life has moved on and now managers are flexing their muscles,' he added. The pressure is moving over to the other side with the laws of supply and demand and now companies are screaming that they are spending a fortune on headhunters.'Managers are keeping their options open, says the report, More turn to their partners for career advice than to the personnel specialist or to their immediate boss. Trust in senior survey said they felt in control of declined in some companies. Many survey complained that fear and threats were the prime motivators in their companies. Look the third paragraph and choose the correct alternative. 5. Headhunters are ___________
The mercenary managerCompanies that have warned their workforces to confront the realities of job insecurity and limited careers are finding they have created a new type of mercenary manager prepared to move to the highest bidder, according to a new report. The survey by Ashridge Management Centre says the wave of insecurity that affected managers during the early 1990s was an unpleasant experience for many, but it has taught them to be more self- centered and independent about their careers. The backlash for companies, according to Laurence Handy, Ashridge's director of research, is that many managers are now more likely to look elsewhere to further their careers if their current employer is not meeting their expectations. They are saying they want something that's interesting, and they want paying for it. You now have a very hard- nosed group of people who have got the message,' he said.Nearly three-quarters of the 553 managers who responded to the survey said they felt in control of their jobs. This is a marked change from previous years' research when the message coming from managers was that they did not feel in control of anything,' said Mr. Handy. 'Life has moved on and now managers are flexing their muscles,' he added. The pressure is moving over to the other side with the laws of supply and demand and now companies are screaming that they are spending a fortune on headhunters.'Managers are keeping their options open, says the report, More turn to their partners for career advice than to the personnel specialist or to their immediate boss. Trust in senior survey said they felt in control of declined in some companies. Many survey complained that fear and threats were the prime motivators in their companies.Look the third paragraph and choose the correct alternative.4. If you spend a fortune, you spend_________
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