The document provides advice on how to negotiate effectively even when the other side seems more powerful. It discusses that negotiation power depends on the context and situation, not just resources. It suggests focusing on developing a good relationship, understanding interests, inventing creative options, using standards of fairness, having a strong BATNA, and making commitments. The key message is that the way one negotiates can make a big difference and there are strategies to enhance negotiating power through preparation and how one approaches the negotiation.

1. Practice of Negotiation
Getting To YES
Question 6-10
IDC 2018530020 Dasom Shin
IT&EC 2017535012 Wenting Bai

2. Q 06 How should I adjust my negotiation approach to account for
difference of personality, gender, culture, and so on?
Q 07 How do I decide things like “Where should we meet?” “How
should we communicate?” “Who should make the first offer?” and
“How high should I start?”
Q 08 Concretely, how do I move from inventing options to making
commitments?
Q 09 How do I try out these ideas without taking too much risk?
Q 10 Can the way I negotiate really make a difference if the
other side is more powerful? And How do I enhance my negotiating
Table of Contents
“

3. How to should I adjust my negotiating
approach to account for difference of
personality, gender, culture and so on?
Get in
step
“
Pacing
As a negotiator, people have different interests and communication styles. How do
we reconcile the similarities and differences in negotiations with different
people?
Formalit
y
Physical proximity while
talking
Oral or written
agreements
Bluntness of
communication
Time frame
Scope of
relationship
The expected place of doing
business
Who negotiates
Rigidity of
commitments
Fast or Slow?
High or Low?
Close or Distant?
Which are more binding and inclusive?
Direct or Indirect?
Short-term or Longer?
Business-only or all-encompassing?
Private or Public?
Equals in status of the most competent people for the task?
Written in stone or meant to be flexible?

4. How to should I adjust my negotiating
approach to account for difference of
personality, gender, culture and so on?
Adapt our general advice to the
specific situation
“
The advice of this book is not absolute. But use this advice to prepare an
appropriate approach to each negotiation.
Consider where you are, with whom you are dealing, customs of the industry, past
experience with this negotiator, and so on, in crafting an approach fit the
situation.Pay attention to differences of belief and custom, but avoid
stereotyping individuals.It is important to know the difference between different customs and beliefs of
each group and region, but this is only statistical data. Each of us is
influenced by circumstances, growth processes, culture, group identity, etc., but
it is impossible to predict that we will never be personally affected.
Question your assumptions : Listen
activelyAccept the fact that people can be quite different from what you expected.
Remember that we all have special interests and qualities that cannot be met by
any standard.

5. Question about
Tactics

6. “How do I decide things like “Where should we
meet?” “How should we communicate?” “Who
should make the first offer?” and “How high
should I start?”We must first know about the special situation before we give good strategic
advice. Just as doctors ask questions and prescribe medicines to identify
patients' illnesses, we need to understand special situations and devise
strategies.Where should we
meet?
Separation from the outside will be the most important consideration if both
sides are very busy during the negotiations and continue to interfere during the
negotiations. It would be convenient to meet in his office if the other party
felt that the secret was not guaranteed during the negotiations or needed the
support of the staff. In this negotiation, the venue may vary depending on the
situation the two sides are going through.
Who should make the first
offer?It is wrong to think that making a proposal is the best way to present numbers on
the table. Before making a proposal, you should examine interests, options,
criteria, and so on. It is very dangerous to measure the value of an item by the
first suggestion or number of the other party. Especially if you know little
about the value of the item, you should do more research before negotiating. It

7. “How do I decide things like “Where should we
meet?” “How should we communicate?” “Who
should make the first offer?” and “How high
should I start?”
The other party's first offer is a sticker price. They are satisfied that they
bought it cheaply when it was entirely arbitrary, such as 'retail prices’. They
don't do market research. If you offer a high price when you are a seller, you
must first explain the rationale and give a number. In fact, the harder you are
about the price, the harder your credit is each time you discount it. Therefore,
it is safe and effective to say, "Well, first you have to consider how much
others pay for something similar."
Strategy depends on
preparationThere are two general principles to consider in a strategy. First, in almost
every case, the strategy is in the relationship of preparation and function. If
well-prepared, strategies will emerge on their own. If your BATNA is prepared in
advance, you will know when to give up negotiations. Second, no matter how good
the strategy is, it doesn't make up for the lack of preparation.
How high should I
start?

8. “Concretely, how do I move from inventing
options to making commitments?
Think about closure from the beginning
Even before starting negotiations, it is good to think about what a successful
agreement should be. It will help to find out what issues will be dealt with in
the negotiations and what needs to be done in the problem. Also, imagine what the
implementation of the agreement will be through negotiation.
Consider crafting a framework
agreementIt is a good strategy to outline how an agreement will look as part of
preparation in the negotiations that produce a written agreement. It is useful to
draft the agreed items as the negotiations progress, whether they have made or
not the form of the agreement before starting the negotiations. Working on such a
draft basis will help to maintain the focus of discussion and will bring
important issues to the fore.

9. “Concretely, how do I move from inventing
options to making commitments?
Move toward commitment gradually
When negotiations are going on and discussing options and standards for each
issue, the two sides should find an agreement that can satisfy their interests as
much as possible and at the same time reflect all the points agreed upon. To
encourage brainstorming, it is good to agree clearly that all decisions are
provisional. You must make it clear that you are not bound by anything until you
see the final agreement.
Be persistent in pursuing your interests but not rigid in pursuing any
particular solution.One way to be adamant without insisting on a position is to separate your
interests from the way to make it go. When a proposal is rebutted by the other
person, re-examine your basic interests. If the other person can't explain
convincingly why your thoughts are incomplete and changeable, continue to stick
to your analysis. The goal of the negotiations from start to finish is to avoid a
useless argument.

10. “Concretely, how do I move from inventing
options to making commitments?
Make an offer
In general, the proposal should not be entirely unexpected. That should be the
natural outcome of the debate that has been at that point. Most negotiations are
concluded only when a complete proposal is made. You have to consider when and
how you are going to give yourself some advice. If the debate is going on in
public or within a large group, it is better to try to find a more covert
opportunity to reach a compromise. Most of the agreements are made during a one-
on-one meeting with the chief negotiators of the two sides.
Be generous at the end
If you think you have finally approached an agreement, give the other party
something valuable to the extent that it does not deviate from the basic logic of
your proposal. Such a revised proposal in favor of the other party sometimes
eliminates the last moment of doubt and brings the deal to a close. This strategy
allows the other party to leave the negotiating table with a feeling of
satisfaction and fair treatment.

11. “What is the best way to try out these ideas
without taking too much risk?"
Start small.
Start with ideas that build on your current skills, then try out new ideas one at
a time. As you gain experience and confidence, slowly raise the stakes by trying
new techniques in more significant and challenging contexts. You don't have to
try everything at once.Make an investme
nt.Good players recognize that getting better often means making an investment in
new approaches. For a while they may get worse, as they wrestle with new and
unfamiliar techniques, but eventually they surpass their old plateau. The new
techniques offer more long-term potential. You need to do the same with
negotiation.Review your performa
nceSchedule time to think about how you did after each significant negotiation. What
worked? What did not? What might you have done differently. Consider keeping a
negotiation journal or diary, which you can reread periodically.

12. “What is the best way to try out these ideas
without taking too much risk?"
Prepar
e!Negotiation power, as we have discussed, is not something of which you have a
certain quantity that can be applied anywhere for any purpose. It requires hard
work in advance to bring your resources to bear on being persuasive in a
particular situation. In other words, it requires preparation. There is no risk
in being well prepared. It simply takes time. The better prepared you are, the
more likely you are to use these ideas and to find them of value.
Look for a variety of external benchmarks or criteria that might persuade a
reasonable third party of what should be done. Ask yourself what arguments you
would like to be able to make, and then see if you can't find the facts and
information you would need to make them.
Also consider what benchmarks your counterpart might find persuasive in
justifying an agreement to his or her constituents. If negotiators for the other
side would find it difficult to justify terms to their constituents, agreement on

13. “
Can the way I negotiate really make a
difference, if the other side is more
powerful?" And, "How do I enhance my
negotiating power?"

14. Question about
Power

15. “Can the way I negotiate really make a difference,
if the other side is more powerful?" And, "How do
I enhance my negotiating power?"
How you negotiate makes a big di
fferenceWhen the other side seems to hold all the cards, how you negotiate is absolutely
critical. However small the opportunity for success, the way in which you negotia
te will determine whether you are able to take advantage of it.
"Resources" are not the same as "negotiation
power" .Negotiation power is the ability to persuade someone to do something. The United
States is rich and has lots of nuclear bombs, but neither has been of much help
in deterring terrorist actions or freeing hostages when they have been held in
places like Beirut. Whether your resources give you negotiating power will depend
on the context — on who you are trying to persuade, and what you want them to do

16. “Can the way I negotiate really make a difference,
if the other side is more powerful?" And, "How
do I enhance my negotiating power?"
Don't ask, "Who's more powerful?”
Trying to estimate whether you or your counterparts are more "powerful" is risky.
If you conclude that you are more powerful, you may relax and not prepare as well
as you should. On the other hand, if you conclude that you are weaker than the
other side, there is a risk that you will be discouraged and again not devote
sufficient attention to how you might persuade the other side.
The best rule of thumb is to be optimistic — to let your reach exceed your grasp.
Without wasting a lot of resources on hopeless causes, recognize that many things
are worth trying for even if you may not succeed. The more you try for, the more
you are likely to get. Studies of negotiation consistently show a strong
correlation between aspiration and result. Within reason, it pays to think
positively.

17. “Can the way I negotiate really make a difference,
if the other side is more powerful?" And, "How do
I enhance my negotiating power?"
There is power in developing a good working relationship between the pe
ople negotiation.In this sense, negotiation power is not a zero-sum phenomenon. More negotiation
power for the other side does not necessarily mean less for you. The better your
working relationship, the better able each of you is to influence the other.
There is power in understanding
interests.The more clearly you understand the other side's concerns, the better able you
will be to satisfy them at minimum cost to yourself.
There is power in inventing an elegant option.
Successful brainstorming increases your ability to influence others. Once you
understand the interests of each side, it is often possible — as in the radio
station example above — to invent a clever way of having those interests dovetail.
Sometimes this can be done by devising an ingenious process option.

18. “Can the way I negotiate really make a difference,
if the other side is more powerful?" And, "How do
I enhance my negotiating power?"
There is power in using external standards of legitimacy.
Just as a lawyer by finding relevant precedent and principles enhances his or
her ability to persuade a judge, so a negotiator can enhance his or her
negotiation power by finding precedents, principles, and other external criteria
of fairness and by thinking of ways to present them forcefully and tellingly
There is power in developing a good BATNA.
An attractive BATNA is a strong argument with which to persuade the other side of
the need to offer more. In addition to improving your overall BATNA (what you
will do if the negotiations fail to produce an agreement), you should also
prepare your "micro-BATNA" — if no agreement is reached at this meeting,

19. “Can the way I negotiate really make a difference,
if the other side is more powerful?" And, "How do
I enhance my negotiating power?"
There is power in making a carefully crafted commitment.
Clarify what you will do. One way to enhance your negotiating power is to make a
firm, well-timed offer. When you make a firm offer, you provide one option that
you will accept, making it clear at the same time that you are not foreclosing
discussion of other options.
Make the most of your potential po
wer.
You will also be more effective as a negotiator if you believe in what you are
saying and doing.

20. Thank you for your
attention