Negotiation at a

Glance

 Definition and Understanding Negotiation:

Negotiation is a method by which people settle differences. It is a process by which compromise
or agreement is reached while avoiding argument.
In any disagreement, individuals understandably aim to achieve the best possible outcome for
their position (or perhaps an organization they represent). However, the principles of fairness,
seeking mutual benefit and maintaining a relationship are the keys to a successful outcome.
Specific forms of negotiation are used in many situations: international affairs, the legal system,
government, industrial disputes or domestic relationships as examples. However, general
negotiation skills can be learned and applied in a wide range of activities. Negotiation skills can
be of great benefit in resolving any differences that arise between you and others.
Negotiation is a dialogue between two or more people or parties, intended to reach an
understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce
an agreement upon courses of action, to bargain for individual or collective advantage, to craft
outcomes to satisfy various interests of two people/parties involved in negotiation process.
Negotiation is a process where each party involved in negotiating tries to gain an advantage for
themselves by the end of the process. Negotiation is intended to aim at compromise.
Negotiation occurs in business, non-profit organizations, and government branches, legal
proceedings, among nations and in personal situations such as marriage, divorce, parenting, and
everyday life. The study of the subject is called negotiation theory. Professional negotiators are
often specialized, such as union negotiators, leverage buyout negotiators, peace negotiators,
hostage negotiators, or may work under other titles, such as diplomats, legislators or brokers.
Negotiation is a method by which people settle differences. It is a process by which compromise
or agreement is reached while avoiding argument.
In any disagreement, individuals understandably aim to achieve the best possible outcome for
their position (or perhaps an organization they represent). However, the principles of fairness,
seeking mutual benefit and maintaining a relationship are the keys to a successful outcome.

 Why Negotiation is required?

It is inevitable that, from time-to-time, conflict and disagreement will arise as the differing needs,
wants, aims and beliefs of people are brought together. Without negotiation, such conflicts may
lead to argument and resentment resulting in one or all of the parties feeling dissatisfied. The
point of negotiation is to try to reach agreements without causing future barriers to
communications.
Negotiation is very important in our day to day life be it in business or in social gathering.
Negotiations help people to come to a common agreement. It depends on ones negotiation skills.
It is inevitable that, from time-to-time, conflict and disagreement will arise as the differing needs,
wants, aims and beliefs of people are brought together. Without negotiation, such conflicts may
lead to argument and resentment resulting in one or all of the parties feeling dissatisfied. The
point of negotiation is to try to reach agreements without causing future barriers to
communications.
Whether we are faced with business transactions or personal interactions, negotiation is the best
approach to deal effectively with conflicting interests. The outcome of a negotiation has the
potential to change the course of a business, a career, or a life. As Sun Tzu observed in the Art of
War, Therefore a victorious army first wins and then seeks battle; a defeated army seeks battle
to achieve victory.
We are negotiating all the time in our personal and social lives, and especially in our
professional lives. Every time we communicate with another person there is the potential for
negotiation. Negotiation is an essential life skill not just a skill used in commercial situations.
In todays increasingly complex and competitive marketplace, effective negotiation skills are key
to personal and organizational success. We can all benefit from improving our negotiating
process, methodology, strategies, and tactics. Our conference is designed for those who want to
improve their performance, outcomes, and results in their personal, social, and professional lives.

 Negotiation Principal:
Single negotiator:
In most situations of contract negotiation the selection of a single negotiator is preferable to a
tram. Some people find comfort in the idea of safety in numbers and, while there is some merit in
this .The experienced negotiator will not be nervous of handling things by him. Indeed the single
negotiator who will be meeting a team should rub his hands with glee at the prospect of
overcoming ostensibly greater odds. The greatest difficulty for the single negotiator meeting a
team is in knowing enough about all the aspects to be negotiated
Negotiating in Pairs:
Although there are many occasions when the single negotiator has an advantage, there are other
occasions when it is as, or more, beneficial for the negotiator to have a partner. As far as the
simple presence of a second person is concerned, there are a number of advantages:
1. Witness.
2. Moral support.
3. Long stop.
4. Feedback.
5. Recess.

Team Negotiation:
The decision is to field a team which is greater in number than two or three must be carefully
considered. Certainly in any major negotiation for a new contract many people may see
themselves as necessarily being involved. At least the Managing Director, a brace of directors,
the Bid Manager, the Project Manager, the Proposal Manager, etc, may all see themselves as
having a part to play. This should be avoided. It is the task of the contract negotiator to negotiate
the contract.

Rules of the lead Negotiator:

Rule 1
Rule 2
Rule 3
Rule 4
Rule 5

Dont forget that its a team.

Use the available skills carefully.
Dont ignore their contribution.
Dont be afraid to shut them up.
Protect them.

Rules of the support Negotiator :

Rule 1
Rule 2
Rule 3
Rule 4
Rule 5
Rule 6
Rule 7
Rule 8
Rule 9
Rule10
Rule 11
Rule 12
Rule 13

Follow the leader.

Listen well.
Stick to the plan.
Recognize deviations.
Dont throw in new information.
Dont drop the team in it.
Avoid answering awkward questions.
Dont stray into other areas.
Be economical in answering questions.
Dont volunteer information.
Dont lose sight of the objective.
Dont forget its tough.
Have fun.

Negotiating Techniques:
Negotiation can take a wide variety of forms, from trained negotiator acting on behalf of a
particular organization or position in a formal setting, to an informal negotiation between friends.
Negotiation can be contrasted with mediation, where a neutral third party listens to each side's
arguments and attempts to help craft an agreement between the parties. It can also be compared
with arbitration, which resembles a legal proceeding. In arbitration, both sides make an argument
as to the merits of their case and the arbitrator decides the outcome. This negotiation is also
sometimes called positional or hard-bargaining negotiation.
There are five basic techniques for contract negotiators to utilize:
1. Compromise.
2. Bargain.
3. Emotion.
4. Logic

5. Threat.
1. Compromise:
This concern over the nature of compromise is a fair one and the contract negotiator should be
aware that, in this sense, a readiness to compromise should be seen as a negotiation technique to
reserve for use towards the end of the meeting.
2. Bargaining:
The second basic technique is bargaining. This essential difference between compromising and
bargaining is that bargaining allows the parties to move along several axes of parameters at the
same time.
3. Emotion
Emotion is the next basic negotiation techniques. It is interesting that, in countries such as the
UK, it is often overlooked as the two sides aim to conduct their negotiations in a gentlemanly
and seemly fashion. Somehow emotion seems out of place in a contract negotiation. Emotion
ranges through quite a wide scale of states.

4. Logic

Logic is both a powerful and disappointing negotiating technique. As intelligent people contract
negotiators should be able to muster a range of logical arguments to support their position. The
arguments can be either prepared beforehand or fabricated out of thin air as the situation
demands. Two reasonable people should each be able to put forward their respective arguments,
to listen to the arguments of the other side and on a logical basis to decide and agree between
them which set of arguments is the stronger. Logical negotiation is therefore easy and the
outcome must logically be acceptable to both sides without any further debate.
5. Threat
The final basic negotiating technique is threat. To describe threat as a technique is perhaps
somewhat inaccurate. Technique seems to imply the careful use of some craft or skill. Threat is a
very crude and blunt instrument but nevertheless it can be an effective device. It cannot be used
frequently and, to be used a t all, the negotiator must be able to ensure that the threat will be
carried out. Empty threats are usually obvious and fairly pointless. The company must be in a
very powerful position to be able to threaten convincingly to stop work or hold up deliveries.

Negotiation tactics:
There are many different ways to categorize the essential elements of negotiation.
One view of negotiation involves three basic elements: process, behavior and substance. The
process refers to how the parties negotiate: the context of the negotiations, the parties to the
negotiations, the tactics used by the parties, and the sequence and stages in which all of these
play out. Behavior refers to the relationships among these parties, the communication between
them and the styles they adopt. The substance refers to what the parties negotiate over: the
agenda, the issues (positions and - more helpfully - interests), the options, and the agreements
reached at the end.
Another view of negotiation comprises four elements: strategy, process, tools, and tactics.
Strategy comprises the top level goals - typically including relationship and the final outcome.
Processes and tools include the steps that will be followed and the roles taken in both preparing

for and negotiating with the other parties. Tactics include more detailed statements and actions
and responses to others' statements and actions. Some add to this persuasion and influence,
asserting that these have become integral to modern day negotiation success, and so should not
be omitted.
Tactics are always an important part of the negotiating process. But tactics don't often jump up
and down shouting "Here I am, look at me." If they did, the other side would see right through
them and they would not be effective. More often than not they are subtle, difficult to identify
and used for multiple purposes. Tactics are more frequently used in distributive negotiations and
when the focus in on taking as much value off the table as possible. Many negotiation tactics
exist. Below are a few commonly used tactics.
Auction: The bidding process is designed to create competition. When multiple parties want the
same thing, pit them against one another. When people know that they may lose out on
something, they will want it even more. Not only do they want the thing that is being bid on, they
also want to win, just to win. Taking advantage of someone's competitive nature can drive up the
price.
Brinksmanship: One party aggressively pursues a set of terms to the point at which the other
negotiating party must either agree or walk away. Brinkmanship is a type of "hard nut" approach
to bargaining in which one party pushes the other party to the "brink" or edge of what that party
is willing to accommodate. Successful brinksmanship convinces the other party they have no
choice but to accept the offer and there is no acceptable alternative to the proposed agreement.
Bogey: Negotiators use the bogey tactic to pretend that an issue of little or no importance to him
or her is very important. Then, later in the negotiation, the issue can be traded for a major
concession of actual importance.
Chicken: Negotiators propose extreme measures, often bluffs, to force the other party to chicken
out and give them what they want. This tactic can be dangerous when parties are unwilling to
back down and go through with the extreme measure.

Defense in Depth: Several layers of decision-making authority is used to allow further

concessions each time the agreement goes through a different level of authority. In other words,
each time the offer goes to a decision maker, that decision maker asks to add another concession
in order to close the deal.
Deadlines: Give the other party a deadline forcing them to make a decision. This method uses
time to apply pressure to the other party. Deadlines given can be actual or artificial.
Flinch: Flinching is showing a strong negative physical reaction to a proposal. Common
examples of flinching are gasping for air, or a visible expression of surprise of shock. The flinch
can be done consciously or unconsciously. The flinch signals to the opposite party that you think
the offer or proposal is absurd in hopes the other party will lower their aspirations. Seeing a
physical reaction is more believable than hearing someone saying, "I'm shocked."
Good Guy/Bad Guy: The good guy/bad guy approach is typically used in team negotiations
where one member of the team makes extreme or unreasonable demands, and the other offers a
more rational approach. This tactic is named after a police interrogation technique often
portrayed in the media. The "good guy" will appear more reasonable and understanding, and
therefore, easier to work with. In essence, it is using the law of relativity to attract cooperation.
The good guy will appear more agreeable relative to the "bad guy." This tactic is easy to spot
because of its frequent use.
Highball/Lowball: Depending on whether selling or buying, sellers or buyers use a ridiculously
high, or ridiculously low opening offer that will never be achieved. The theory is that the
extreme offer will cause the other party to reevaluate his or her own opening offer and move
close to the resistance point (as far as you are willing to go to reach an agreement). Another
advantage is that the person giving the extreme demand appears more flexible he or she makes
concessions toward a more reasonable outcome. A danger of this tactic is that the opposite party
may think negotiating is a waste of time.
The Nibble: Nibbling is asking for proportionally small concessions that haven't been discussed
previously just before closing the deal. This method takes advantage of the other party's desire to
close by adding "just one more thing."

Snow Job: Negotiators overwhelm the other party with so much information that he or she has
difficulty determining which facts are important, and which facts are diversions. Negotiators may
also use technical language or jargon to mask a simple answer to a question asked by a nonexpert.

Ploys:
Ploys are an action calculated to frustrate an opponent or gain an advantage indirectly or
deviously. A ploy is a clever plan that helps you get what you want. A manipulative little girl
might shed tears simply as a ploy to get her mother to buy her ice cream. The definition of a ploy
is a scheme or cunning attempt to achieve a desired aim. It is an action or maneuver intended to
outwit or disconcert another person.
1. Bacon rolls
As part of any negotiation planning activity, the question should always be asked as to the likely
mood of the customer on arrival for the start of the meeting. If it can be seen that he is likely to
be in an aggressive mood, possibly upset, then a ploy is needed to diffuse the atmosphere. One
such ploy for meetings that start early in the morning is to take bacon rolls, Danish pastries or
whatever the customer likes into the meeting and offer them around. This usually works, as it is
difficult to be angry with somebody who has just offered hospitality arid fulfilled a basic animal
need food.
2. A favor
Another useful way to diffuse a hostile atmosphere before the meeting starts is to have done the
other side a favor. Good morning John, I remembered to bring with me Fly Fishing by J R
Hartley which you asked to borrow.
3. Ace up Ones Sleeve a Surprise: something of special effectiveness that is held in reserve or
hidden from others; a trump card; sometimes card up ones sleeve. Very similar to an ace in the
hole, this expression comes from the cardsharpers stratagem of hiding needed cards (e.g., aces)

in his sleeve until the most advantageous moment to play them. By extension, it has come to
mean any secret asset or ploy.
4. Bag of Tricks all of ones Resources: the means to an end. This phrase derives from La
Fontaines fable of the fox and the cat. But fox, in arts of siege well versed, Ransacked his bag of
tricks accursed. (Elizur Wright, trans., La Fontaines Fables, 1841)
5. Bag of Tricks can refer to ones survival techniques in general, or to a specific design one
might have up ones sleeve.
6. Men Were All Alike. A woman didnt have to carry a very big bag of tricks to achieve her
purpose. (L. C. Douglas, White Banners, 1936)
7. Bottom Of The Bag The last resort or expedient in ones bag of tricks; a trump card held in
reserve; an ace up ones sleeve. Thomas Burton used the phrase in his Diary in 1659. If this be
done, which is in the bottom of the bag, and must be done, we shall be able to buoy up our
reputation.
8. Have Something Up Ones Sleeve To have a secret scheme or trick in mind, to have a
surprise planned. The allusion is probably to the way magicians use their sleeves as convenient
hiding places for the articles employed in executing their feats of magic.
9. Red Herring A diversionary tactic or misleading clue, a subject intended to divert attention
from the real issue; a false trail; from the phrase draw a red herring across the trail. In the 17th
century, dog trainers followed this practice to sharpen the scent discrimination of hunting
hounds. Smoked herring drawn across the trail of a fox is said to destroy or markedly affect the
original scent. Figurative use of the term outside the complete phrase dates at least from the late
19th century. The talk of revolutionary dangers is a mere red-herring. (Liverpool Daily Post, July
11, 1884)
10. Springs to Catch Woodcocks Snares for The Unsuspecting; traps for the unwary. This
expression appears in Shakespeares Hamlet (I, iii), when Polonius warns Ophelia that Hamlets
protestations of affection are but the wily words of a youthful lover, meant to ensnare his naive

victim: springs to catch woodcocks, he calls them. The phrase usually refers to a deceitful
ploy.
Alas, poor woodcock, dost thou go a birding? Thou hast even set a spring to catch thy own neck.
(John Dryden, Wild Gallant, 1663)
11. Stalking Horse Anything used to conceal a design or scheme, a pretext; a person who serves
as a means of allaying suspicion or obscuring an ongoing activity; the agency through which an
underhanded objective is attained. The expression appeared in Shakespeares As You Like It: He
uses his folly like a stalking horse, and under the presentation of that he shoots his wit. (V, iv) In
bygone days, hunters hid themselves behind a horse as they stalked to within shooting range of
the game. The expression early carried its still current figurative sense of the intended
concealment of plans, projects, or intentions. The expression has evolved the extended political
meaning of a person whose candidacy is intended to conceal the true candidacy of another, or
whose place on the ballot is meant to split the opposition.
12. Throw A Curve Or A Curve Ball To employ clever and often deceptive artifice in verbal
dealings with another; to trick so as to entrap; to accomplish ones ends by indirection. The
expression derives from baseball; a curve ball is a pitched ball which appears to the batter to be
approaching outside the strike zone, but which breaks over the plate and is thus right on target.
As employed metaphorically, a curve ball is usually a verbal technique, such as a leading
question or seemingly casual comment which aims to evoke a specific reaction or to elicit a
revealing response, usually one in some way damaging to the respondent. It thus appears
innocuous or irrelevant but in actuality it is highly manipulative, and right on target.
13. Throw a tub to the whale To create a diversion, or to mislead or bamboozle, in order to
avoid an awkward, embarrassing, or dangerous situation. It has been common to throw out
something to divert and amuse the people, such as a plot, a conspiracy, or an enquiry about
nothing, which method of proceeding, by a very apt metaphor, is calld throwing out the tub.
14. Tale of a Tub meaning an apocryphal story dates from the 1500s. However, Swifts use of
throw a tub to the whale in 1704 is the earliest cited use of the expression in the OED.

15. Trojan Horse A snare or trap, a treacherous device or ploy, particularly one appearing as an
attractive lure. The allusion is to the tale recounted in Homers Iliad. The Greeks, pretending to
abandon their siege of Troy, left at its gates a gigantic wooden horse, within which were
concealed several Greek soldiers. Interpreting the horse as a gift or peace-offering, the Trojans
brought it into the city, whereupon those within stole out during the night to admit the entire
Greek force and thus conquer the city. See also beware of Greeks bearing gifts, PRETENSE.
16. Trump Card An ace in the hole; a decisive, winning argument, ploy, piece of evidence, etc.;
a clincher. A trump card is literally any card of a suit which outranks the other three suits in a
card game. Trump in this term is a corruption of the now obsolete triumph a trump card.

17. Lets be reasonable

State or imply that the other side is being unfair or unreasonable. Appeal to their ethical and
moral values. Ask why they have a vendetta.

18. Lets go to lunch

A good opportunity to break a deadlock is the business lunch/dinner. Attitudes relax in a less
formal environment. Up to a point, food and drink stimulate the imaginative processes and new
solutions can be found.
19. One more thing
Just as the deal is being closed, ask for one more concession. Asking never hurts. If you do not
ask, you do not get, so always slip in that final, last- second request.
20. Look at the options
When the other side will not agree a particular point, paint a series of options all of which are
much less beneficial to the other side.

21. Attack
Attack is the best means of defense. Defend a weak argument by counterattacking on another
point.

Post Negotiation activities:

The first and most important activity is to summarize the agreement. Whether before or just after
hands are shaken does not really matter, provided it is done before the meeting breaks up.
Assuming that customer and company hold exactly the same view of the agreement, then it is
surprising how quickly memory fades. What is clear in everybodys mind as the meeting finishes
at 5.00 pm can become distinctly fuzzy by 9.00 am the next day. If customer and company
perceptions of the agreement do not exactly coincide, then the intended meeting of the minds is
even less likely to have been achieved.

Check the Relationship

The negotiator should always take pains to check the relationship with the customer after any
significant negotiation. In Chapter 5 the relationship between the two parties was described as
being on corporate, general and personal levels. At the corporate level, the aim should be that the
negotiation will not have disturbed and will have enhanced the perception that the customer has
of the company as a body corporate.

Fig: Feelings and responses

Agree Future Action
A contract negotiation frequently involves the agreement of things yet to be done, as well as the
resolution to the particular issues that come up before or during the meeting. An example of this
could be as follows:
Actions on the customer:
Produce a new draft of the contract.
Re-examine its needs for software modifications.
Check the quantity of widgets required.
Consult its technical people over milestone definitions.

Actions on the company:

See if deliver can be advance if software unmodified.
Consult subcontractors over extended validities.
Propose additional milestones.
Confirm the Agreement

 The most crucial post-negotiation action is to have the agreement confirmed in writing.
Both sides happily agree that written confirmation is urgent and important. However, it is
an unwise negotiator who waits too long for the agreement to be confirmed by the
customer.
The company is confident of securing the order and has put the work in hand even before
the meeting happens a fact which has been brought to the customers attention. At the
beginning of the meeting the customer knowledge the fact of this early work but said that,
in the absence of a complete agreements there could be no contract and hence any precontract work would be undertaken at the companys risk, a position which the company
accepted.

Fig: Alternative affectivity points

Dealing with Un-Agreements:
A un-agreement is an agreement which forms part of the issues settled during the negotiation
but which somehow, miraculously, disappears from the formal confirmation. When challenged
on the omission, the other side claim there was no such agreement. Un-agreements are those
agreements which are deliberately unmade rather than simple failings of either memory or
attention to detail on the part of the person attempting to commit the agreement in writing. These

failings can be dealt with In the conventional manner. Dealing with un-agreements is more
problematic. Un-agreements can be attributable to a variety of sources, any one or more of which
the culprit can put forward to justify his action:
Incompetence

I didnt understand.
I made a mistake.

Policy

Its not our policy.

I didnt have the authority.

Tactics

You are mistaken.

I cannot agree, but.

Genuine incompetence is hard to forgive and forget. It is difficult to determine whether an

alleged lack of understanding is a real, and therefore innocent, lack or a deliberate
misunderstanding.
Internal Debriefs
Once the agreement is reached it is important for the contract negotiator to debrief others within
his company who has a need to know the details of the negotiation. It is not sufficient for it to be
assumed the others will fully comprehend the basis and nuances of the agreement just by reading
the written record when it arrives.
The debrief process fulfils a number of important functions:
1. COMMUNICATES the Result.
2. HIGHLIGHTS important points.
3. IDENTIFIES sensitive issues.
4. EXPLAINS how conflicts were resolved.
Exploiting the agreement
Once the post-negotiation activates described in this chapter are complete, the whole process of
which the actual contract negotiations meeting formed a part is at an end.

Negotiating variations:

Variations means variations to the contract to which the parties mutually and contentedly agree.
This heading does not include changes which are forced upon one or both parties by
circumstances beyond their control or by one party through tactics and clever maneuvering,
forcing the other to accept a change. The freedom-of-contract principle allows the parties to
prescribe within the contract a right of the customer unilaterally to allow the company to very
unilaterally the work which it will tender for performance.
Variations are those changes to which the parties are happy to agree. An Instruction from one
side to the other to vary the contract can be referred to as a variation order. A suggested variation
can be referred to as a change proposal.
There are seven things to consider:
1. Non-contractual changes.
2. Contractual provisions.
3. Features subject to change.
4. Initiation of change.
5. Buyer changes.
6. Supplier changes.
7. Negotiation of change.
Variations have been defined as changes to which the parties agree under an arrangement
prescribed in the contract. Such arrangements may give one or both sides a unilateral right to
vary the contract.

Fig: Features subjects to change

The key point is that a decision should consciously be made to aim for either minimum or
maximum change and to develop a particular strategy accordingly. If the strategy is one of
maximizing change,

A number of tactics are available to persuade the customer to proceed:

Tactic 1 Performance benefits: Sell the customer on the idea of real benefits to be had in the
result of the contract.
Tactic 2 Frustration of purpose: Convince the customer that without the changes he will never
really achieve his original purpose.
Tactic 3 Problem solving: Show the customer that there are inherent difficulties in completing
the work for which variations would ease the situation.
Tactic 4 Delay: Indicate or imply that without particular variations the work Is bound to finish
late.
Tactic 5 Stoppage: Indicate or imply that without particular variations the work may stop
altogether.

Dispute of Negotiation:
Dispute resolution is the ways people or groups process or resolve disputes or attempt to make
decisions are, generally speaking, either consensual, adjudicative or legislative in nature,
although some so-called "hybrid" processes combine features of these approaches. Methods of
dispute resolution include:

litigation

arbitration

mediation

conciliation

many types of negotiation

Mediation:
Mediation is a process in which an impartial third party helps disputants resolve a dispute or plan
a transaction, but does not have the power to impose a binding solution (LeBaron Duryea 2001,
121). Mediators use a variety of processes. Some mediators use "interest-based" approaches
(Fisher, Ury and Patton 1991), while others use "rights-based" approaches. Some mediators are
"facilitative," providing only process assistance for negotiation and using interest-based
approaches. Facilitative, interest-based mediation is taught widely in North America for the
purposes of community, family and commercial mediation and tends to foster the avoidance of
mediator recommendations or suggestions in order to preserve mediator neutrality and to
encourage party control of outcomes.

Conciliation:
Many authors distinguish carefully between "mediation" and "conciliation," but there is no
universal consensus as to precise definitions of each of these terms. The term "conciliation" has
often been used interchangeably with "mediation." In Canada, the term "conciliation" generally
refers to a process of dispute resolution in which "parties in dispute usually are not present in the
same room.
Alternative dispute resolution (ADR):
It includes dispute resolution processes and techniques that act as a means for disagreeing parties
to come to an agreement short of litigation. It is a collective term for the ways that parties can
settle disputes, with (or without) the help of a third party. Despite historic resistance to ADR by
many popular parties and their advocates, ADR has gained widespread acceptance among both
the general public and the legal profession in recent years.

Conclusion:
Negotiating is a process of offer and counter offer, of concession and compromise by which both
parties reach an agreed position and outcomes. Five characteristics of a successful negotiation
include both sides feel sense of accomplishment, both sides feel the other side cared, both sides
feel the other side was fair, each side would deal again with the other and each side feels the
other side will keep the bargain outcomes. I try to make a glance about Negotiation which
includes Why Negotiation is required, Negotiation Principal, Rules of the lead Negotiator, Rules
of the support Negotiator, Negotiating Techniques, Ploys, Post Negotiation activities,
Negotiating variations, and Dispute of Negotiation. To conclude, negotiation is simply a
technique, a discussion among individuals to reach to a mutual agreement where everyone gains
something or the other and conflicts are avoided. A negotiator has to be a little tactful and smart
enough to handle all situations and reach to a conclusion.