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Be Specific When Negotiating.jpg

Published: Sep 15 , 2020
Author: Tyler Hall

You are out for a drink and the bartender asks you – “What would you like?” to which you reply “Guess!”. “Alright then” he says, “How about a red wine?”. You shake your head to this and say “No, that’s not what I want. Guess again.” After much back and forth, the bartender is justifiably irritated and through gritted teeth he tells you “I have other customers I need to serve, you look like someone who would enjoy a refreshing Sauvignon Blanc so I’ll pour you one of those. Enjoy your night.” This is a silly analogy to what I observe every week in most negotiations. Often there is a lack of specific disclosure as to what it is that the party wants or they take a long time to bring this information forward...

Business Is Not As Usual - Negotiating Through a Crisis.jpg

Published: Apr 21 , 2020
Author: Tyler Hall

There are more negotiations happening right now than ever before. Variations of terms, deferring of payments, discounting pressure, ripping up of contracts and relationships being put at risk. The next 3 to 12 months is a frightening tight rope for negotiators to maintain their own business continuity whilst preserving relationships with customers or suppliers or between business owners and their staff...

To Persuade or Negotiate That is the Question.jpg

Published: Feb 18 , 2020
Author: Tyler Hall

So often we are asked – what is the difference between persuasion and negotiation? We observe negotiations, discussions, and arguments with two types of dialogue - persuasive dialogue and negotiating dialogue. Persuasive dialogue is telling, selling, influencing and arguing to win. Negotiating dialogue is trying to discover the positions, constraints and priorities of the other party and also disclosing your own. We are trying to gain understanding in order to then trade on issues. So should I persuade or negotiate?...

Latest Blog:

Obliquity - An Indirect Route to Success

Professor John Kay an economist, has written a fascinating book on the subject of obliquity (taking the indirect route). As negotiators, we often see solutions in only one focus - ours. As a result, we do not engage the counterparty’s creative skills to develop innovative solutions which benefit both. An example is a supplier part way through a contract who finds that because of an increase in non-planned maintenance, that they are not going to gain any profit from a contract...

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