Using the tools and methods seen so far puts me in a good position to achieve Win-Win outcomes. But what do I do when confronted with a negotiator who doesn’t want to play fair? Who has no interest in Win-Win? Surely, if I always seek a balanced outcome, then I will...
In searching for a balanced, Win–Win solution to a negotiation challenge, I must take into account certain Constraints, both external and self-imposed, on the parameters involved. External constraints often come from my own organisation, such as limits on my...
The ability to recognise psychological ploys (which become manipulation techniques when used negatively) is extremely valuable in negotiation. Kahneman explains that the brain works as though we have two systems. ‘System 1’ generates impressions, feelings and...
One example is the phenomenon of anchors, already mentioned briefly in the discussion of Bottom Lines. Our brains cannot, it seems, ignore reference points that are presented to them, no matter how crazy they are. Kahneman gives the example of an experiment where,...
As mentioned, anchoring, like all psychological ploys, exploits a blind spot in System 1. In a context where there are few references, any new one will have a huge biasing effect—we seem to need an anchor, any anchor, to cling on to. Hence, when my client says, “We...
