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    Never Split The Difference

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    kevin
    This document provides guidance on preparing for a negotiation. It recommends identifying specific goals, summarizing relevant facts, anticipating the counterpart's perspective using labels, and preparing calibrated questions to understand motivations and potential deal breakers. The questions should aim to identify challenges, understand the costs of inaction, and find ways to address issues while making the counterpart look good despite changes. Non-cash offers that address the counterpart's needs should also be considered. Proper preparation involves understanding both positions and identifying opportunities for mutual benefit.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    Never Split The Difference

    Uploaded by

    kevin
    70 views11 pages
    This document provides guidance on preparing for a negotiation. It recommends identifying specific goals, summarizing relevant facts, anticipating the counterpart's perspective using labels, and preparing calibrated questions to understand motivations and potential deal breakers. The questions should aim to identify challenges, understand the costs of inaction, and find ways to address issues while making the counterpart look good despite changes. Non-cash offers that address the counterpart's needs should also be considered. Proper preparation involves understanding both positions and identifying opportunities for mutual benefit.

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    Never Split the Difference

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    This document provides guidance on preparing for a negotiation. It recommends identifying specific goals, summarizing relevant facts, anticipating the counterpart's perspective using labels, and preparing calibrated questions to understand motivations and potential deal breakers. The questions should aim to identify challenges, understand the costs of inaction, and find ways to address issues while making the counterpart look good despite changes. Non-cash offers that address the counterpart's needs should also be considered. Proper preparation involves understanding both positions and identifying opportunities for mutual benefit.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    70 views11 pages

    Never Split The Difference

    Uploaded by

    kevin
    This document provides guidance on preparing for a negotiation. It recommends identifying specific goals, summarizing relevant facts, anticipating the counterpart's perspective using labels, and preparing calibrated questions to understand motivations and potential deal breakers. The questions should aim to identify challenges, understand the costs of inaction, and find ways to address issues while making the counterpart look good despite changes. Non-cash offers that address the counterpart's needs should also be considered. Proper preparation involves understanding both positions and identifying opportunities for mutual benefit.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 11

    Key Components

    ● What are my specific goals for this negotiation?

    ● What is a summary of facts up till now?

    ● Labels, Accusation Audit

    ● Calibrated Questions:

    ● Questions to identify behind the table deal killers

    ● Questions to identify and diffuse deal killing issues

    ● Noncash offers
    What are my specific goals for this negotiation?
    ● Think through best/worst-case scenarios but only write down a specific
    goal that represents the best case.

    ● Set an optimistic but reasonable goal and define it clearly.

    ● Write it down.

    ● Discuss your goal with a colleague (this makes it harder to wimp out).

    ● Carry the written goal into the negotiation.


    What is a summary of facts up till now?
    ● Why are you there?

    ● What do you want?

    ● What do they want?

    ● Why?

    Summarize and write out in just a couple of sentences the known facts that
    have led up to the negotiation. So you can be ready to respond with tactical
    empathy with your counterpart
    Labels, Accusation Audit
    ● It seems like _________ is valuable to you.

    ● It seems like you don’t like _________.

    ● It seems like you value __________.

    ● It seems like _________ makes it easier.

    ● It seems like you’re reluctant to _________.

    Prepare 3-5 labels that summarize how the counterpart feels about these
    facts. Anticipate how your counterpart feels about these facts you’ve just
    summarized.
    Calibrated Questions:
    ● What are we trying to accomplish?

    ● How is that worthwhile?

    ● What’s the core issue here?

    ● How does that affect things?

    ● What’s the biggest challenge you face?

    ● How does this fit into what the objective is?

    Prepare 3-5 calibrated Questions to reveal value to you and your counterpart and identify and overcome
    potential Deal Killers. Effective negotiators look past their counterparts’ stated positions (what the party
    demands) and delve into their underlying motivations (what is making them want what they want).
    Calibrated Questions:

    ● How can I help to make this better for us?

    ● How would you like me to proceed?

    ● What is it that brought us into this situation?

    ● How can we solve this problem?

    ● What’s the objective? / What are we trying to accomplish here?

    ● And the Mother of all questions: “How am I supposed to do that?”


    Questions to identify behind the table deal killers

    ● When the decision is done by committee, you want to get the support of
    that committee

    ● How does this affect the rest of your team?

    ● How onboard are the people not on this call?

    ● What do your colleagues see as their main challenges in this area?


    Questions to identify and diffuse deal killing issues

    ● What are we up against here?

    ● What is the biggest challenge you face?

    ● How does making a deal with us affect things?

    ● What happens if you do nothing?

    ● What does doing nothing cost you?

    ● How does making this deal resonate with what your company prides itself on?

    People you are negotiating with are comfortable with the way things are. Change might look like they aren’t doing
    their job. How do you make them look good in the face of such change?

    Pick 2-3 of these sets of question and ask together to get information that will help you identify the real issue at hand
    Noncash offers ( GIVE/GET )

    ● Prepare a list of noncash items possessed by your counterpart that would be valuable.

    ● Ask yourself “What could they give that would almost get us to do it for free?”
    Key Components

    ● What are my specific goals for this negotiation?

    ● What is a summary of facts up till now?

    ● Labels, Accusation Audit

    ● Calibrated Questions:

    ● Questions to identify behind the table deal killers

    ● Questions to identify and diffuse deal killing issues

    ● Noncash offers

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