CHAPTER 14. Negotiation techniques and tactics

Once the negotiation strategy has been devised, the appropriate tactics must then be selected.

1. DELIBERATE DECEPTION TACTICS

FALSE FACTS: This is one of the most common tactics and consists of the other party lying to us. This puts us in a situation that is, in principle, attractive to us but which will not make us pay more for something that is objectively not worth it or make unnecessary concessions.

INFORMATION FALLING OUT OF THE SKY: Information is given that is later untrue, or this information is given after the deal is done.

2. PSYCHOLOGICAL WARFARE TACTICS

The aim is to make you feel uncomfortable so that you have an unconscious desire to end the negotiation as quickly as possible. 

UNCOMFORTABLE SITUATIONS

If there is no comfortable atmosphere in the meeting, where you feel at ease, it will make you feel in a position of weakness, and you will be more willing to give in to end the situation as soon as possible.

Solution: Refuse to negotiate under these conditions. If you decide to continue with the negotiation, be aware of the manipulation, and be alert to possible unreasonable demands.

PERSONAL ATTACKS

Communication, both verbal and non-verbal, is a tool that could be used to make you feel uncomfortable. 

Seemingly inconsequential comments about your dress, your appearance, your punctuality, etc., can attack your status, making you feel uncomfortable.

They can attack your status, making you feel ignorant, not listening to you, making you repeat yourself, or interrupting your speech.

Solution: Recognising the tactic in each case will help mitigate the consequences. If the other party is acting rudely or incorrectly, it is best to let them know right from the start.

GOOD COP, BAD COP

This situation arises when the other side consists of at least two people. One of the negotiators is tough and stubborn. The other is quite level-headed and polite, seemingly embarrassed by his or her colleague’s behaviour. He or she almost seems to be on your side.

Solution: Apply the right mindset so as not to fall for the deception. Keep in mind that you are both on the same team: the good one is not so good, and the other party’s internal problems are also your problems.

THREATS

Threats sometimes appear as a means of steering a negotiation. 

Negotiation experts do not use or recommend them. 

Solution: Do not be intimidated. Do not be provoked, and do not respond with new threats.

EMOTIONAL OUTBURSTS

These are similar to threats but less violent. For example, showing anger.

Solution: Keep calm, do not react and let the other party vent.

3. PRESSURE TACTICS

One party decides that his or her position is immovable and cannot make any concessions even though he or she insists that he or she would like to do so. Thus, the onus is on the other party to continue negotiating. 

Solution: If the other party locks itself into a position, it does not do itself any favours. When he or she knows the consequences of his/her decision, he or she will probably prefer to find an alternative.

The opponent must clearly show that his or her position is immovable, so you can easily know where he or she stands. One possible solution is to pretend that you are not aware of his/her situation and continue the negotiation.

The last one is to forget about his or her problem. He/she who has chosen that position is not up to you to let him or her leave.

LAST MINUTE PUSH

Once the agreement is close to being fixed, one of the parties tries to get new concessions. These are usually not major demands, but you will find them annoying, as they represent a minor obstacle to reaching an agreement again, making it very difficult for you not to give way.

Solution: Do not give in. Make your lack of commitment clear.

Carry out the same tactic, but give the other party another insignificant concession in exchange for the agreement.

TAKE IT OR LEAVE IT

This is a tactic that creates strong pressure. It is usually used at the end of the negotiation and is not usually true.

Solution: First things first. Make sure it is true that this is the last offer. If you find that, let them know what they stand to lose if no agreement is reached. The best response is not to play along, ignore it and continue negotiating as if we had not heard this ultimatum.

Offer the other side a way to correct their position without making a fool of themselves.

SILENCE

Another common tactic is to use silence to establish a space to elicit information from the other side and also to filter the quantity and quality of the information we offer in response to their questions.

Solution: It is important to remain calm and continue acting as if we do not care about the opponent’s silence.

We could ask open-ended questions to encourage him to end his or her silence and to perceive that we are aware of his or her tactics.