The document discusses negotiation strategies and techniques. It defines negotiation as using information and power to influence behavior within a tension network. It notes that negotiations aim to satisfy needs and that the ideal outcome is for both parties to benefit. The document outlines techniques for generating competition, meeting needs, using time pressure, commitment, risk-taking, and identifying the other side's true needs rather than just stated positions. It emphasizes creating trust and finding solutions that satisfy both parties in a "win-win" manner.

1. TECHNICAL
IN
NEGOTIATION
STRATEGIES AND GOOD PRACTICES OF:
REVISED AND UPDATED.

2. YOU CAN NEGOTIATE ANYTHING.
WHAT IS A NEGOTIATION?
 The world in which you live is a gigantic negotiating table, and
whether you like it or not, you participate in it;
 As an individual, you conflict with other people: family members,
sellers, competitors, or imposing name entities with "Government or
System";
 The way you approach these encounters will determine not only
whether you will thrive, but also whether you will enjoy a life full of
pleasures and fulfillment;
 The negotiation is a field of knowledge and commitment that aims at the
conquest of people from whom one wishes something;
ONLY THAT

3. WHAT IS A NEGOTIATION?
To get to the promised land, you have to cross the desert trading.
This was what Moses had as his mission in freeing the Jews from Egypt:
"A JOURNEY OF 40 YEARS"
 It is the use of information and power to influence behavior within a
“tension net";
 If you think hard about this general definition, you will realize that you
actually negotiate all the time, both at work and in personal life;
 Exs: At home: husband, wife, children and "household"; with friends,
relatives, traffic guard who is about to fine you, etc.
YOU CAN NEGOTIATE ANYTHING.

4.  You have the freedom to choose
your attitude to any circumstances and
to influence the outcome.
In other words:
 You can do much more than you
think, in order to organize yourself and
improve your standard of living.
NEGOCIATION TECHNIQUES.

5. How to Generate Competition:
Do not underestimate yourself, do not consider yourself
a person who wants to buy a product, but a person who
wants to "SELL MONEY"
Money is the product that is for sale and the more
people want their money, the greater value it will have.
You have to make others compete for your money. Ex:
Buying the refrigerator, try to promote a competition
among the various store employees.omo Gerar
Concorrência:
NEGOCIATION TECHNIQUES.

6. How to Meet Your Needs:
 You have other options that revolve around satisfying your needs, real or imagined.
 In the background, all negotiations aim to satisfy needs.
 The ideal would be for the two parties to profit, to win, when the transaction is consummated.
 You can make comments about the product that you are not entirely satisfied with, so his
 should not be fully met.
IT IS COMPLETELY JUSTIFIBLE, ETHICAL AND EFFECTIVELY TAKING QUESTIONS LIKE:
 WHEN IS THE LIQUIDATION?
 SEE ALSO, HAVE A DEFECT HERE!
 THE RULE AND THE "WHAT IF ...? "The freight is included in the price! Myself and if I come then,
what is the discount? Or, you guys will ride it which is also included in the price! And if I do it
myself, what's the discount?
NEGOCIATION TECHNIQUES.

7.  In negotiations, being stupid sometimes is better than being
smart; not knowing how to express yourself is better than
talking, and often weakness can actually be a strong point.
 Have you ever tried to negotiate with someone you realize
you have difficulty speaking or understanding? For example,
imagine that you are dealing with someone who stutters.
 Imagine a bank manager negotiating with a Gago, with that
rush to resolve and move on to other important appointments …
NEGOCIATION TECHNIQUES.

8. Three Crucial Variables:
POWER.
TIME.
INFORMATION.
SUCESSO x FRACASSO
 If life is a game, negotiation is a way of life. If you want to succeed,
you should try to understand the game in its entirety.
 In politics, in poker, or in business, success depends not only on
having good cards, but on analyzing the whole situation so that cards
can be played with skill. It is better to lose a good deal than to win a
bad deal.
THE THREE CRUCIAL VARIABLES:

9. POWER:
 Power is the ability to make things happen, to exercise control
over people, events, situations, and about oneself. As such, it is
not good or evil, moral or immoral, ethical or unethical. He is
neutral
 In essence the power is "NEUTRAL". It is indispensable for
mental health and non-aggressive survival - it is based on the
perception
 In a nutshell, power is your perception of you, that it is capable
of eliciting effects that might help or hurt others
 Though power, as beauty, only exists in the eyes of the
beholder ... It begins in you:
THE THREE CRUCIAL VARIABLES:

10.  To take risks with intelligence, you need to know the pros and
cons, and be prepared to shrug and accept a reasonable defeat
without complaining. ("One day is the hunter and another the
hunter"). Obviously the risk of a setback is the price of any progress.
 Possession of wealth allows exploring favorable opportunities,
because the inherent risk is moderate, is almost insignificant. In
cases of loss the rich person can shrug and exclaim. "And?"
 Take reasonable, moderate risks. Do not throw data with the
destination. Before you risk anything, calculate the odds to
determine if the potential benefits received are worth the price of
failure. Be rational and not impulsive. Never take risks for pride,
impatience or a desire to resolve the situation as quickly as possible.
THE POWER OF RISK, COMMITMENT AND SPECIALIZATION.

11. You can make the commitment power of your peers function in
three main ways:
1) By dividing the total risk, you can take advantage of the right
circumstances;
2) Since their partners participate in and support general anxiety,
the level of tension is reduced;
3) The joint dedication of your group transmits powerful vibrations
that impress who is on the other side
Always get commitment from others in any endeavor. Make them
participate in the action so that this is everyone's. Involvement
engenders commitment. Commitment creates power.
Ex: Vietnam War 66
THE POWER OF RISK, COMMITMENT AND SPECIALIZATION.

12.  Have you ever noticed that when others perceive - or believe that
you have greater technical knowledge, ability or experience - they
treat you with a consideration that goes from respect to admiration?
 I will explain how to use this attitude of acceptance, respect, and
admiration - which stem, in part, from the aura of mystery and magic
surrounding primitive healers - in the realm of negotiation.
 You can use the power of experience, because this respect for
specialized knowledge is very great nowadays.
 Here's what you should do if you want to go through someone who
has experience. Present your "Background" and your credentials at
the beginning of the meeting. If you do, it is likely that nothing you
say will be answered. In other words, take advantage of the fact that
in complicated negotiations, participants often lack specialized
knowledge of certain aspects of the subject under discussion.
THE POWER OF RISK, COMMITMENT AND SPECIALIZATION.

13.  In all negotiations there are two things being negotiated:
 Specific issues and requirements, which are stated openly;
 The "True needs" on the other side, which are rarely verbalized;
 When I see myself face to face with the negotiator, I investigate,
observe, ask questions, and listen more than I speak. This gives me
valuable information that allows me to structure the negotiation
better. So I adapt my buying style to satisfy the "real needs" of the
seller;
 Surely the transaction will be completed so that the two parties are
satisfied;
 I probably will not meet the seller's price requirements, but their true
needs, which are not verbalized.
THE POWER TO KNOW THE NEEDS.

14.  If the other side finds I can help or harm you - Physically, Financially
or Psychologically - this reinforces my position. If you think I can do
something that will affect you (even if you can not or do not want to)
I will be able to use power in dealing with you.
Here are two things you should not forget:
1. No one will negotiate with you seriously, unless you are convinced
that you can help or hurt him.
2. In an antagonistic relationship, if you think I can help or hurt you, I
should not undo that unless you get something in return, as your
grant, or a change of position on your part that really benefits me.
THE POWER OF REWARD AND PUNISHMENT

15. 1. You will increase your ability to negotiate if you make
others identify with you.
Why do you give preference to:
A. Shopping Center Store
B. Gas station
C. Company
"Magic Formula"
2. Act professionally and with good judgment in negotiating
gaining trust and in return you will receive cooperation,
loyalty and respect. Do not snub or exaggerate in your
authority. Instead, try understanding and empathy.Você
irá aumentar sua capacidade de negociar se fizer os
outros se identificarem com você.
THE POWER OF IDENTIFICATION

16.  It is easy to arrest - or be arrested by others - because one aspect
of the power of precedent is based on the type of attitude
expressed by phrases such as: "You can not question what has
always worked; and
"We always did it like that“
 Present x Past
 Persistence is for power just as carbon is for steel. If you gnaw a
dam for a long time until a mouse manages to flood a nation!
PERSUASION
 Gotta understand what you're saying.
 Your arguments should be such that I can not answer them
 My acceptance of your point of view must satisfy my needs and
desires.
THE POWER OF THE PREVENTING PERSISTENCE AND PERSUASIVE CAPACITY

17. It is well known that time passes. And it
happens at the same pace for everyone, no
matter what we do. Since we can not control
the clock, we must examine how the passage
of time affects the negotiation process.
In most negotiation processes, the most
important concessions and any agreement
takes place at the last minute. So if I know
your time limit and you do not know mine, I
take a lot of advantage.
THE POWER OF TIME

18. IMPORTANT REMARKS:
1. Since most negotiations and agreements occur at
or after the deadline, be patient. "Sometimes,
when you do not know what to do, it's best to do
nothing."
2. In a litigious negotiation, your best strategy is not
to reveal your time limit to the other party.
THE POWER OF TIME

19. IMPORTANT REMARKS:
3. The "other side", even if it seems calm, always
has a deadline. Most of the time, the
tranquility.
4. Hasty actions should only be taken when their
advantage is assured. In general, the best result
is not achieved quickly; only with time and
perseverance. People may not change, but as
time goes by, circumstances change.
THE POWER OF TIME

20.  The information is the central issue. It can be the
door to success, and it affects our assessment of
reality and the decisions we make. Why then can
not we get the right information? Why do we tend
to view our business meetings as limited events?
 It's best to start early because the sooner you
start earlier and the more information you get.
INFORMATION

21.  In general you have to give information to get
some in return. Then select the information you
will give by observing:
 Build trust.
 Give controlled and careful information
preliminarily.
 Again the effect of "Time“.
INFORMATION

22. NEGOTIATOR STYLE:
 Extreme starting positions. They always start with
big demands or ridiculous offers to affect the
expectation level of the other party.
 Limited authority. Negotiators have little or no
authority to make concessions.
 Emotional tactics. They turn red, raise their voices
and look annoyed - horrified - because someone is
taking advantage of them. Sometimes they leave the
meeting in a fit of fury.
NEGOTIATION: EARNING AT ANY COST …

23. NEGOTIATOR STYLE:
 The concessions of the adversary are seen as signs of
weakness If you yield or give them something, they will
hardly repay.
 They make petty concessions. They delay in making any
concessions, and when they finally do, they reflect only an
insignificant change in their position.
 Disrespect for deadlines. They tend to be patient and to act
as if time is of no importance.
 It is important to know these methods not to apply them, but
to identify them and act in a way to protect yourself and face
them with the proper tools.
Ex: Car Shopping.
NEGOTIATION: EARNING AT ANY COST …

24.  SOLOMON AND THE CAKE.... Who shares a part
has a right to the best part …
 In a "win x win" collaboration negotiation we try to
obtain a result that provides acceptable gains for
all. Conflict is understood as inherent in the
human condition; if it is seen as a problem to be
solved, solutions can be found that strengthen
and approximate positions on both sides.
NEGOTIATIONS THAT SATISFY BOTH PARTIES:

25.  SOLOMON AND THE CAKE AGAIN...
 In most negotiations the discussion is about a
"fixed amount" usually expressed in cash. Money
is a constant need, but not the only one and we
forget our other needs, satisfying only the financial,
not being effective.
 A negotiation is an activity in which the parties try
to satisfy their needs - The problem lies in
understanding the real needs that are often omitted
or neglected, sometimes by ignorance.
NEGOTIATIONS THAT SATISFY BOTH PARTIES:

26. A negotiation is more than an exchange of material objects. It is
a way of acting and behaving that can develop understanding,
credit, acceptance, respect and trust. It is the approach, the tone
of your voice, your attitude, the method you use, and the interest
you show in the feelings and needs of the other party.
"ALL THIS IS PART OF THE NEGOTIATION PROCESS"
Try to see the problem from their point of view. Listen
empathetically, that is, stop using opposing arguments while
they are speaking. Never be rude, because the way you say
something determines, in general, the answer you will get. Avoid
using affirmative and categorical negatives. Learn to say, "I get
the impression that what you wanted to say was more or less ...“
ENJOYING COMMITMENT - HARMONIOUS - LOOKING
TO RECONCILE THE NEEDS
NEGOTIATIONS THAT SATISFY BOTH PARTIES:

27.  For collaborative negotiation to be successful, you need to
find out what the other party really wants and show you a
way to achieve it while you get what you want.
“TRADING PROCESS”
1. CREATE TRUST.
2. GET INFORMATION.
3. SATISFYING THE NEEDS OF OTHERS.
4. USE THE IDEAS OF OTHERS.
5. TRANSFORM THE RELATIONSHIP IN COLLABORATION.
6. RUN MODERATED RISKS.
7. GET HELP FROM THE OTHER.
NEGOTIATIONS THAT SATISFY BOTH PARTIES:

28.  The collaborative style to achieve mutual
satisfaction involves 3 important activities:
1) CREATE TRUST.
2) GET COMMITMENT.
3) FACING OPPOSITION.
THE "WIN x WINS" TECHNIC!”
NEGOTIATIONS THAT SATISFY BOTH PARTIES:

29.  CREATE TRUST:
A. THE STAGE OF THE PROCESS.
i. Raise information.
ii. Search to add.
B. THE FORMAL EVENT.
i. If the previous lesson was well done this phase will
be much easier.
ii. Try to make clear at first the concordances
NEGOTIATIONS THAT SATISFY BOTH PARTIES:
THE "WIN x WINS" TECHNIC!”

30.  EFACING THE OPPOSITION:
Think of opposition as a tool to sharpen your intelligence,
increase your ability, and add flavor to your life.
1. The opposition comes in two forms:
a) OPPONENTS OF IDEAS: Thus x Roast - it is in the
theoretical field and forms of reasoning.
b) VICERA OPPONENTS: This is an emotional opponent
who disagrees with your ideas and you as a human
being. "HD" Ex: Attitude, judgment and exposure.
NEGOTIATIONS THAT SATISFY BOTH PARTIES:
THE "WIN x WINS" TECHNIC!”

31. NEGOTIATE:
THE ART OF CONVIVING WITH PEOPLE!
PERSONALITY
CHARACTER
Appear to be Techniques
Really is Principles

32. We all have a role to play in this world - a reason to be
here and it is up to each of us to find it and direct our
future.
Only you determine your destiny through your own
efforts. Accept that responsibility, not only for you, but for
all of us, as we have the power to change your life and
that of other people. Be sure to exercise power or expect
another person to act. Of course, you can get what you
want, but part of it must be to help others along the way.
The good life is not a passive existence where you live
and others that fail. It is a life of involvements, in which
you live and help others to live.
ATHE ART OF NEGOTIATING ANYTHING
EVERYWHERE:

33. HUMAN DYNAMICS
The Human Dinamics is a work based on research
conducted since 1979, involving over 400,000 people
representing more than 25 national cultures
It identifies and documents inherent differences in the
functioning of people such as "Whole Systems"
These differences in human functioning are more
fundamental than age, race, culture, or gender
They can be identified from childhood;
Its existence can be scientifically validated;
Sandra Seagal & David Horne;
In Brazil: André Leite Alkimin.

34. The three spheres of energy of the human being:
think
feel
behave

35. How HD has been expanded in
Organizations
Facilitate negotiations
Team functioning
Teaching- Learning
Valuing and exploiting diversity
HUMAN DYNAMICS DYNAMIC OF PERSONALITY

36. Change Management
Development of Conscious Communities
Personal Development and Leadership
Health Maintenance
Construction of "Transcultural Bridges“
HUMAN DYNAMICS DYNAMIC OF PERSONALITY
How HD has been expanded in
Organizations

37.  Facilitate negotiations
 Team functioning
 Teaching- Learning
 Valuing and exploiting diversity
 Change Management
 Development of Conscious Communities
 Personal Development and Leadership
 Health Maintenance
 Construction of "Transcultural Bridges”
HUMAN DYNAMICS DYNAMIC OF PERSONALITY
How HD has been expanded in Organizations

38. The three universal principles:
thought
objectivity
future vision
mental opening
creation of
structures
values
feeling
subjectivity
relationship
Communication
coordination
creative imagination
construction
operationalization
concreteness
sensory
experience
perception
practicality
emotional bodilymental

39.  Understanding a system means understanding the people
who are part of that system.
 And these people are all different from each other.
 Peter Senge
DIVERSITY: PROBLEM OR SOLUTION ???
How HD has been expanded in
Organizations
HUMAN DYNAMICS DYNAMIC OF PERSONALITY

40. Each Personality Dynamics constitutes a
distinct system of interactions: mental,
emotional, and physical.
Each of these distinct systems is
characterized by the ways in which people
in this system process information,
communicate, relate to others, learn, solve
problems, maintain health, and stress
HUMAN DYNAMICS DYNAMIC OF PERSONALITY

41. All these different "ways of being" equal
value - anyone of any Personality Dynamics
can be more or less intelligent, capable of
compassionate, competent, or talented.
But they are profoundly different in how
they work.
HUMAN DYNAMICS DYNAMIC OF PERSONALITY

42. Bibliography:
You Can Negotiate
Herb Cohen
How to make friends and influence people
Dale Carnegie.
Human Dynamics
Sandra Seagal & David Horne

43. FOR MORE INFORMATIO CHECK THE LINKS BELLOW