Negotiation. Negotiation skills Telling the truth to yourself

If you are looking for new areas for revenue growth, pay attention to the managers' skills in negotiations with clients. What questions do they ask, how do they deal with objections, are they able to demonstrate the value and benefits of the product and interest a potential buyer.

Articles and will help you in finding ways to grow sales.

Do your managers have negotiation skills?

1. Sellers easily concede in conditions and prices
2. They don't know what bargaining variables are
3. They do not offer anything from the extended range
4. They agree to the clients’ terms and do not ask for mutual concessions.

Fortunately, if there are such problems, there is no need to change the entire team and look for new sellers. In effective negotiations, little depends on the talent of the manager. It is important to have certain skills and follow a number of rules. Therefore, it is enough to train employees.

What is important to know about negotiation skills?

1. Understand the difference between negotiation and sales. In sales, the desire to sell exceeds the desire to buy. And in negotiations, the desire to buy and sell are the same.

As a rule, the client’s desire to buy a product is always less than the company’s desire to sell it. The challenge is to change this attitude and turn sales into negotiations. This is where special skills are needed.

2. Develop negotiation preparation skills. Determine in advance where your interests and the client’s interests intersect. Work through scenarios with different scenarios.

3. Think about what to do at the first contact or meeting: how to establish a connection and tune in to the client.

4. Understand the difference between the client’s position and interests and how they are interrelated. First, evaluate your opponent’s position: what terms of the agreement he came with. Next, find out his interests - what he protects, defends, what he strives for.

The negotiator’s task, using his skills and experience, is to find common interests and proceed from them. Examples of interest fields:

• price,
• product quality,
• delivery,
• installment plan,
• communications,
• barter.

In addition to working moments, it is important to find other points of intersection:

• hobby,
• health,
• trips,
• hunting.

For example, invite a client to hunt or go on a trip for free. This step will help you get more favorable conditions for you.

Once you understand your interests, all that remains is to satisfy them and influence the opponent’s position and change the terms of the contract.

5. Understand how to use bargaining variables to push for your offer. To be successful you will need the following skills:

• Make a list of concessions you are willing to make in negotiations. Number them in reverse order
• Within each interest field, define a minimum of 4 bidding variables
• Start with small concessions, save the biggest ones for last.
• Ask for concession after concession
• Don't make concessions after signing a contract.

6. At the end of the negotiations, confirm the agreement of the parties, the terms and establish the procedure for further actions.

How to build a process of training and monitoring the skills of managers?

To help managers gain negotiation skills, organize training with a specialist. Investments in training will pay off quickly: with new skills, managers will increase sales to current clients and attract new ones.

Make changes to . Think in advance about how sellers should introduce themselves, what they should ask, how to keep the negotiations focused, etc.

Incorporate negotiation steps into manager development sheets to identify skill gaps and plan for further manager training.

• sits down more comfortably, hands on the armrests, clasps them on his stomach - a gesture of strength, power and responsibility. A person knows his goal and is happy with what is offered to him,
• rubs hands - positive reaction, anticipation of novelty or anxiety
• hands are placed crosswise - a gesture of protection, your opponent is worried
• hands clenched into a fist - aggressive attitude
• looks into the eyes - attentiveness, ready to cooperate
• look to the side - interest decreases
• looking up and to the side - thinking about the proposal

People must learn to hear each other, accept the other’s position and be able to negotiate. Otherwise, human life will turn into an endless stream of quarrels and conflicts. Of course, they happen in any family or society, but you need to learn how to effectively resolve controversial issues through dialogue, in order to reach a compromise. A solution that suits both sides of the conflict is the result of the art of negotiation. Coming to a compromise is sometimes more difficult than solving a problem unilaterally. This is a vicious circle that aggravates the consequences of the crisis rather than eliminating the cause.

The art of negotiation

From an early age, a person has to find himself in conflict situations. Already during children's games in the yard, he realizes that not all his peers think like him, and the point of view on the same actions is different. Soon the understanding comes that it is better to resolve controversial situations calmly. In this article we will look at several rules on how to negotiate with people diplomatically, without offending others or humiliating yourself.

What unites politicians, businessmen, and artists? This is the ability to speak clearly and convincingly. It can be noted that not a single journalist with his piquant questions could put any of them in an awkward position; they always carefully get out of the situation and turn out to be “winners”. The trump card of their victories is the correctly chosen words, metaphors, emotions, phrases and gestures. This is mastery of psychological techniques and words. The ability to negotiate is an entire art that needs to be mastered. Therefore, public people are excellent diplomats, they easily find an approach to any person, know how to build a constructive dialogue, and easily resolve disagreements that arise. The average person has a lot to learn from them.

Compromise

Disputes arise everywhere: at school, at work, in the family, on the street, at the institute and in various public places. And the more effectively the dispute is resolved, the more your authority in the eyes of others will increase. What does “effective art of negotiation” mean? By definition, this is a successful result of negotiations between two or three parties, during which a compromise is found. In turn, a compromise is voluntary and mutual concessions by all parties to the conflict on a friendly note. The phrase “agree” implies a mutually beneficial solution. And if it is found, it means that people have come to a mutually beneficial option, that is, they have agreed.

Understand, hear, listen and insist

Surely many managers, sitting at the negotiating table, sincerely want to find a solution that suits everyone. But the attempts fail because in the first minutes it becomes clear that it is simply impossible to reach an agreement. And, unfortunately, they are not trying to resume the dialogue again.

How to master the art of negotiation? The rules developed by experts will help you get out of any situation. Endurance, patience, self-control and focus on what is most important are fundamental factors on the path to compromise.

A good example is politicians or large businessmen who conduct long-term negotiations with partners or competitors. Most often, negotiations end on a positive note.

Way to success

For a successful dialogue, all round table participants must:

• listen carefully to your interlocutor without interrupting, even if his arguments are absurd;
• show respect to your interlocutor;
• do not allow aggression, pressure, persistence towards the opponent;
• celebrate merits and achievements;
• speak calmly, confidently without emotions, use arguments, facts, provide evidence;
• reach a compromise diplomatically.

This is the art of negotiating; the rules of correct communication are always useful in life.

Of course, it is impossible to list all the nuances; there is a special science on this subject - social science. These are just the basics, without which effective negotiations will not take place.

The art of negotiation in the form of a poster

Many people are upset by a quarrel with a friend. What to do in such situations? How to achieve mutual understanding next time, avoiding conflict? In this case, experts recommend developing your own rule “The Art of Negotiation”; the poster will be a good guide in this matter. Everyone has seen the cartoon about Carlson, who called himself “the tamer of the housewife.” He was able to win over the most harmful Freken Bock. Sometimes it is useful to write a memo in the form of this hero for communicating with any person. Remember the bitter resentment, explain to yourself why this resentment arose. The main thing is to be honest, because no one gets offended by bad weather or a stone they tripped over. You need to create your own recipe for avoiding offense.

1. What prevents you from understanding a person?
2. What feelings are neutral?
3. What helps you understand others?

In this way, the art of negotiation will become more clear. A poster hung in the room will help in this matter.

Communication process

Communication is an integral part of the successful functioning of many professions,
whose specificity lies in communicating with people. Uniqueness lies in the ability to listen, understand others and perceive the information received. The purpose of communication is the relative balance of the parties, in which their goals, thoughts, interests are defended, but as a result of which the parties come to a certain agreement. In fact, you can always come to an agreement with everyone - with the seller, buyer, employee, partner, boss. Why is the ability to negotiate called an art? The fact is that in ordinary life, not all people write poetry, play the piano, draw, dance or sing. Talent is inherent in every person, in some it is more pronounced, in others it is weaker. And the opportunity for development allows you to improve your inclinations and become a true professional in your field. Not everyone is gifted with the art of negotiating; the rules of mutual agreement will allow you to develop this quality. Certain methods, courses, and trainings will be an excellent “self-teacher.”

The Art of Diplomacy

Valuable diplomacy skills are needed everywhere. Any manager or manager should master this art perfectly. This does not mean that other employees will not benefit from this quality. The art of negotiating diplomatically is highly valued in our time. The ability to conduct a correct dialogue with employees, suppliers, exporters, and consumers is necessary in any job. By understanding this mechanism and applying it in practice, you can take a leading position.

Unfortunately, in difficult situations a person either gives up immediately or attacks his opponent. This is the peculiarity of people - they do things without thinking. In order not to complicate the situation, good preparation is necessary, which begins with the question “What do I want to achieve as a result, what am I striving for?” Once the goal is determined, it is necessary to analyze and compare, then adjust judgment and plans for the future and be “combat ready” again. This is the art of negotiation. Social studies, as an academic subject that brings together many social sciences, will teach you to improvise when there is absolutely no time to prepare.

An ordinary example

For example, an experienced employee decided to quit, citing the fact that he was no longer satisfied with the work schedule and pay. An unexpected statement needs to be responded to urgently, but in such a way that the interests of the manager are respected, because you don’t want to lose a valuable employee. Finding and training a new person may take a lot of time and money, but the arguments of the person leaving are also understandable. How to act in this situation and not make a mistake? The art of negotiation will teach you this.

If the boss is unable to find a solution in such a simple situation, then he is unlikely to cope with complex tasks. Most likely, a short-sighted manager will not stop the employee and try to find a solution. But it is a compromise in this situation that can be most beneficial for both parties. And there are many such examples. What is the essence of the agreement process? Let's try to figure it out.

Arrangement process

The first thing that happens in such a situation is a conflict of interests. Personal interests are known. But in order to objectively assess the situation, you need to set your priorities correctly, and this is quite simple to do. It all depends on the task that the person has set for himself, what goal he is pursuing, how much does he need it? In addition, it is necessary to understand the interests of the opponent, otherwise a compromise cannot be achieved. If the motive of the opposite side is not clear, and interests are hidden, a simple way is to visually change places, imagine yourself in the place of your interlocutor and think about what problems he might have, what worries him, and so on. And by talking with mutual friends, you can understand the situation as a whole and get additional information that will help you make the right decision.

All of the above helps you understand how to negotiate correctly, get out of difficult situations and find a compromise diplomatically.

Today I would like to talk about the ideal negotiator. It is clear that there is no absolute ideal in the human world, since an ordinary person is a constantly changing, dynamic system, full of internal contradictions, desires and aspirations.

However, the theme of the ideal in negotiations, albeit as a kind of universal model, will help many to understand the key principles of the science and art of effective negotiations.

But first, one question and a small parable...

Did you know that in ancient Japan the sword was considered to be the seat of the samurai's soul? Once upon a time, there were two masters who made the best swords.

Master Muramasa made samurai swords as striking weapons. Master Masamune is like a weapon with which they protect their lives.

To compare, their blades were driven into the bottom of a stream. Fallen leaves floated down the stream.

All leaves that touched Muramasa's sword were cut into two parts. Masamune's sword the leaves floated around without touching it...

Humanity has always strived for the ideal. This impulse is inherent in human nature itself. Whether in art, science or sports - everywhere, millions of men and women strive to become leaders, achieve maximum results, and become role models.

In my opinion, excessive perfectionism only hinders effective movement forward. However, to be honest, it’s nice to see the image of an ideal leader before your eyes, like a beacon, focusing on which you understand that what one person could achieve, anyone else can. The whole question is only in the right method of action and daily persistence.

If you apply this approach to the negotiation process, you can try to model the image of an ideal negotiator. What competencies should he have? What skills? What are the characteristic features?

I would highlight several fundamental sections in the structure of competent skills that develop the professionalism of the most successful negotiators:

1. Negotiation skills;
2. Communication skills and establishing warm empathic connections with people;
3. Skills in making effective decisions in extreme situations and managing your psychophysical state.

Basic negotiation skills include:

1. The habit of preparing the agenda and minutes of upcoming negotiations in advance;
2. The habit of collecting information about the opponent before and during negotiations;
3. The habit of preparing in advance a model, strategy and tactics for upcoming negotiations;
4. The habit of knowing in advance what concessions you can make and what to ask in return;
5. It's good to understand your BATNA and the other party's BATNA;
6. Skill in drawing up and analyzing budget negotiations;
7. The habit of taking notes during negotiations
8. The habit of summing up and recording the results of stage-by-stage agreements;
9. The skill of jointly searching for mutually beneficial solutions with an opponent.

Basic communication skills include:

1. The habit of asking open and relevant questions during negotiations;
2. The habit of actively listening and hearing your opponent;
3. The ability to establish a close emotional connection (empathy) with an opponent;
4. The habit of detailing your opponent’s answer;
5. The habit of returning his message to your opponent as positively as possible, clarifying whether you understood it correctly;
6. The skill of reading non-verbal signals from an opponent (microfacial expressions, postures, gestures);
7. The ability to take into account cultural differences when communicating with opponents;
8. The habit of clarifying the opponent’s vision of the negotiation situation;
9. The habit of preparing answers to possible objections from opponents in advance.

The basic skills of making effective decisions in extreme situations and managing one’s psychophysical state include:

1. The ability to control your negative emotions and fear;
2. The skill of not identifying with any results of negotiations;
3. Ability to withstand negative pressure in negotiations;
4. The ability to take the initiative during negotiations;
5. Willingness to leave negotiations (knowing your limits);
6. Have the authority and power to make decisions;
7. The ability to be a blank slate and have an open mind towards your opponents;
8. The ability to non-verbally influence opponents;
9. The ability to quickly recover from difficult negotiations.

Naturally, all of the above is only part of the iceberg of negotiation science. However, all of the above points are taken from my personal practice through experience.

They are a gentleman’s set of fundamental system points for building a reliable foundation for victory in any of the most difficult negotiations.

Today, there are a great variety of negotiation strategies, as well as negotiation systems and schools. So, you can choose various interesting methods and non-trivial approaches to solve any problem.

The main thing is not to get lost in the newfangled trends of the negotiation world and more often return to simple and reliable fundamental negotiation technologies.

Finally, I would like to tell you an interesting story about the variety of options for solving a seemingly simple problem. The analogy with the art of negotiations is the most direct.

A university lecturer turned to Sir Ernest Rutherford, President of the Royal Academy and Nobel Prize winner in physics, for help. He was going to give the lowest grade to one of his students in physics, while he claimed that he deserved the highest grade.

Both the teacher and the student agreed to rely on the judgment of a third party, a disinterested arbitrator. The choice fell on Rutherford.

The exam question read: “Explain how the height of a building can be measured using a barometer?”

The student’s answer was: “You need to go up to the roof of the building with a barometer, lower the barometer down on a long rope, and then pull it back and measure the length of the rope, which will show the exact height of the building.”

The case was truly complicated, since the answer was absolutely complete and correct! On the other hand, the exam was in physics, and the answer had little to do with the application of knowledge in this field.

Rutherford asked the student to try again. Giving him six minutes to prepare, he warned him that his answer must demonstrate knowledge of physical laws. After five minutes, the student still had not written anything on the exam paper.

Rutherford asked him if he was giving up, but he stated that he had several solutions to a problem and was simply choosing the best one.
Interested, Rutherford asked the young man to begin answering without waiting for the allotted time to expire.

The new answer to the question read: “Climb to the roof with a barometer and throw it down, timing the fall. Then use the formula to calculate the height of the building.”

Here Rutherford asked his teaching colleague if he was satisfied with this answer. He finally gave in, recognizing the answer as satisfactory. However, the student mentioned that he knew several answers and was asked to reveal them.

There are several ways to measure the height of a building using a barometer, the student began. - For example, you can go outside on a sunny day and measure the height of the barometer and its shadow, and also measure the length of the shadow of a building. Then, having solved a simple proportion, determine the height of the building itself.

Not bad,” Rutherford said. - Are there other ways?
- Yes! There is a very simple way that I am sure you will like. You take the barometer in your hands and walk up the stairs, placing the barometer against the wall and making marks. By counting the number of these marks and multiplying it by the size of the barometer, you get the height of the building. Quite an obvious method.

If you want a more complex method,” he continued, “then tie a string to a barometer and, swinging it like a pendulum, determine the magnitude of gravity at the base of the building and on its roof. From the difference between these values, in principle, it is possible to calculate the height of the building. In the same case, by tying a string to the barometer, you can climb onto the roof with your pendulum and, swinging it, calculate the height of the building from the precession period.

Finally,” he concluded, “among many other ways to solve this problem, perhaps the best is this: take the barometer with you, find the manager and tell him: “Mr. Manager, I have a wonderful barometer. It is yours if you tell me the height of this building.”

Here Rutherford asked the student whether he really did not know the generally accepted solution to this problem. He admitted that he knew, but said that he was fed up with school and college, where teachers impose their way of thinking on students.

This student was Niels Bohr (1885–1962), Danish physicist, Nobel Prize winner in 1922.

I remind you that on Thursday 06/30/2011 at 21:00 Moscow time there will be an online master class “The best negotiation techniques”. Register and don’t be late, many great techniques are waiting for you, ready for practical use!

Del Singh

American blogger, specialist in self-development and financial management.

Our whole life is a series of negotiations. It doesn’t matter what we do: buy a car or choose where to study, hire new employees or decide what movie to watch in the evening. Any life situation becomes a reason for negotiations. Our ability to negotiate is inextricably linked to our ability to make decisions. And this is the basis of a successful life.

1. Learn to listen

The ability to listen to your interlocutor is often underestimated. But it is thanks to him that you can learn a lot about a person’s goals, desires and fears.

During the next negotiations, do not try to come up with your own answer while your interlocutor is talking, but listen carefully to him. Pay attention not only to words, but also to intonation, gestures and facial expressions.

2. Develop emotional intelligence

We usually make decisions based on our fears, selfishness or greed. - the ability to recognize your own feelings and the feelings of others. During negotiations, he will help you curb your emotions and rationally approach problem solving, as well as manage the feelings of other people.

Approach feelings wisely. During negotiations, try to be collected and remain calm, even if everyone else is nervous and losing their temper.

Remember: negotiations are a constructive dialogue between two parties seeking an agreement. Anger and irritation are signs of weakness and unprofessionalism. Attacking the other side will only lead to the fact that your interlocutor will close down and begin to defend himself. And your emotions will be used against you.

3. Strive for mutual benefit

Help people get what they want, and you will get what you want.

For example, a car salesman needs to sell a certain number of cars and pay bills. Do you want to buy a car at a profit? During negotiations, think not only about the price you are willing to pay, but also try to help the seller. As a result, everyone will benefit.

4. Be curious

This is another underrated skill. Don't be afraid to ask questions, let the other side talk. This way you will be less likely to screw things up yourself.

We usually think it's awkward to ask a lot of questions, but it's a very important part of effective negotiations. Try to be curious and genuinely interested in people next time. For example, ask questions like these:

• Why is this important to you?
• Could you explain what you mean?
• How would you feel about...?

5. Speak clearly

It is very important to know what and how to say. So gather your thoughts before you start speaking. Don't talk too fast, you're not Eminem. If you speak clearly and without haste, you will make an impression.

Use pauses to emphasize a particular sentence or question.

This strategy also works when someone is trying to force you into a deal that is unfavorable for you. So give your answer and pause. Things can get very awkward, but try not to lose your composure. Don't show that you're worried.

For example, Ramit Sethi, a personal finance specialist, advises responding to an unfavorable offer from an HR manager this way: “I am grateful for this offer. I understand that each employee is seen as an investment for the company and that you decide how much to invest in any given employee. Therefore, taking into account my experience and the contribution that I can make to the development of the company, I am forced to ask for a promotion. I am confident that I can fully recoup your investment in me, so I believe that I deserve a higher salary. What can you do for this?

We quite often feel nervous in front of people with high status, while forgetting that they have their own fears and problems.

It doesn't matter which side has the advantage. Never allow the other party to push you around and impose their terms on you, no matter how influential the interlocutor is considered. If you are confident and can prove your worth, you can always walk away from the deal.

conclusions

Learning to negotiate effectively is not that difficult. You need to understand people: their aspirations, fears and motives. When you understand the other side, you are halfway to your dream deal.

Main aspects of negotiations

Conclusion

List of used literature

Introduction

It is a well-known fact, which is law, that when conducting any diplomatic procedures, the main thing is the negotiation process. Economics and business are no exception. To conclude any deal, negotiations are also necessary. The ability to communicate with business partners and convince them to agree or disagree with any terms of the contract can significantly affect the level of profit, and the success of the business as a whole.

On the other hand, the ability to convince your subordinates or refute their wrong actions is also a very important factor.

Therefore, this topic has been very relevant for several centuries, but there will be no improvement in the technology of conducting business conversations for quite some time.

The skill of negotiating, like any other skill, comes with experience, practice, the ability to learn from the mistakes of others and your own, and the desire to work.

Business conversations and negotiations are carried out in verbal form (English: verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions.

Thus, the purpose of this essay is to examine such a concept as negotiations.

The objectives of the abstract are:

Consider the psychological characteristics of negotiations;

Analyze the main aspects of negotiations.

Psychological features of negotiations

In political, entrepreneurial, commercial and other areas of activity, business conversations and negotiations play an important role. Not only individual researchers, but also special centers study the ethics and psychology of negotiation processes, and negotiation techniques are included in training programs for specialists in various fields. Business conversations and negotiations are carried out in verbal form (English: verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions.

Business conversation involves the exchange of opinions and information and does not imply the conclusion of contracts or the development of binding decisions. It can be independent, precede negotiations or be an integral part of them.

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.). The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables, diagrams, samples of offered products, etc. The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts.

Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations:

1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.

2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.

3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.

4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.

5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.

6. Acceptance. Try to accept the other side and be open to learning something new from your partner.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.). The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. There are the following types of questions.

1. Information questions are designed to collect information that is necessary to form an idea about something.

2. Test questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as I do?”.

3. Directing questions are necessary when you do not want to allow the interlocutor to force you into an unwanted direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.

4. Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”

5. Alternative questions provide the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best - Monday, Wednesday or Thursday?”

6. Confirmatory questions are asked to establish mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion as...?”, “Surely you are glad that...?”

7. Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is a skillful psychological technique that, when used correctly, can provide significant benefits.

8. Introductory questions are designed to identify the interlocutor’s opinion on the issue under consideration. These are open questions that require a detailed answer. For example: “What effect are you hoping for when making this decision?”

9. Orientation questions are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”

10. Unipolar questions - involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.

11. Negotiation opening questions are essential for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem without risking anything, will you be interested?”

12. Closing questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, always accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?” And then, without an additional transition, you can ask a question concluding the negotiations: “Which time of implementation of this proposal suits you better - May or June?”

Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

1) Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

2) Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

3) Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

4) Ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.

5) Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech should be supported by diagrams and documents.

And lastly, a negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties.