How to win a negotiation | Chris Voss, Dan Shapiro & more | Big Think
CHRIS VOSS: Everybody has cards they're not showing in a negotiation. Everybody.
DAYMOND JOHN: Understanding that when you're negotiating, it's what's in it for the other party as well, and it's not just self-serving.
DANIEL H PINK: The key here is that we tend to think that persuasion or motivation is something that one person does to another.
KEVIN ZOLLMAN: In such a situation oftentimes the best strategy is very counterintuitive because it involves flipping a coin, rolling a dice, or doing something random.
DAN SHAPIRO: So the classic approach to negotiation is positional bargaining. In positional bargaining, I have a position, you have a position, and we haggle over those positions. Now, the rules to positional bargaining are very clear. You start with an extreme demand, but not so extreme that the other side thinks that you're crazy or bluffing. You concede stubbornly, and you demonstrate a greater willingness than the other side to walk away from the negotiation table.
FREDRIK EKLUND: It's very important to set a floor and a ceiling so you know where to move. Because if you don't, you can be manipulated, and you can lose yourself in the emotions. If you're a good negotiator, you will obviously try at least to be completely disconnected emotionally from the deal and negotiation itself, although you will play emotional. So if you're not upset, you can play upset. But none of that matters unless you don't have a floor and a ceiling. So you need to know if you go under the floor, you need to walk out or end the negotiation.
KEVIN ZOLLMAN: One of the things that game theorists have found is that in negotiation, especially in negotiations where we're debating how to divide up some resource—classic example in game theory is dividing up a pie, but it could be anything like money or some time with a toy or anything where we have to decide how to divide it up. Game theorists have discovered a couple of central principles that make a big difference to who does better in those negotiations. One of the critical things is how patient you are. How willing you are to stay and continue to negotiate. So if I come in in a rush to a car dealership and I say I need a car right now, everyone knows that the car dealer is going to try and take advantage of the fact that you need a car right now and say sorry, we can't give you a discount. But if you come into a car dealership and you say I don't need a car anytime soon. If you give me a good deal today, I'll take it, but if you don't, I'll leave. Maybe I'll come back tomorrow, maybe the next day, maybe a month later. Then you'll get a better deal.
SHAPIRO: However, this probably isn't the best agreement that you could have come to. All this is doing is arguing over one single factor, a number. And that's the problem of positional bargaining is that I might have a lot of other interests at stake, but none of them are getting shared within this very strict form of positional bargaining. There's another form of negotiation that at the Harvard Negotiation Project some of my colleagues have developed; we call it interest based negotiation. The idea here is let's not argue over positions. Let's argue over underlying interests.
SALLIE KRAWCHECK: Never have one ask and take no for an answer. That if you're told no on the raise or even if you're told yes, come in with 12 other requests. I want to take a coding class that the company pays for. I want to have a stint in marketing. I want to work overseas for a period of time. I want to be mentored by XYZ. I want to work on this big project. I want to, I want to, I want to. And if by number 20, typically your boss is going to say yes to something that can turn into professional advancement or money down the road.
DAYMOND JOHN: Understanding that when you're negotiating is what's in it for the other party as well and it's not just self-serving. A lot of times people just don't ask the right questions. Instead, they're just stating what they want instead of saying how can this situation be better. What do you need for this situation or what are your obstacles.