need

The following items are tagged need.

What to Do Before the Deal Breaks Down

Posted by & filed under Dealmaking.

Whenever one side fails to meet its contractual obligations, renegotiation is more likely to succeed if the parties have a strong relationship. Ideally, the aggrieved party will value long-term relations more than potential gains from a claim for breach of contract. For example, a bank will be more willing to renegotiate a loan with a delinquent debtor when the prospect of future business with the debtor is likely. Bondholders of the same debtor, on the other hand, will generally be more resistant to renegotiation, as they tend to lack opportunities for a profitable future business relationship.

When Negotiation is Your BATNA: The US Engages on Syria

Posted by & filed under BATNA.

The United States and Russia have announced plans to hold a peace conference aimed at ending the civil war in Syria, which has killed more than 70,000 people.

In an op-ed in the New York Times this May, Christopher R. Hill, the dean of the Korbel School of International Studies at the University of Denver and a former U.S. ambassador, argues that the Obama administration’s decision to engage Russia on the Syrian conflict is both long overdue and insufficient.

Negotiating in China: The Gold Rush Mentality

Posted by & filed under International Negotiation.

If Chinese culture favors insiders, it stands to reason that outsiders face an uphill battle.

In One Billion Customers: Lessons from the Front Lines of Doing Business in China (Free Press, 2005), business executive and Wall Street Journal bureau chief James McGregor writes of the 1996 attempt by Xinhua, the official Chinese news agency, to declare that only it had the right to publish financial data in China, thereby locking out Dow Jones and Reuters. It was a bold move based on brute power. Xinhua backed down only after Dow Jones and Reuters appealed to the U.S. government, which threatened to abandon a trade agreement with China.

Trust in Negotiations

Posted by & filed under Sales Negotiations.

Trust may develop naturally over time, but negotiators rarely have the luxury of letting nature take its course. Thus it sometimes seems easiest to play it safe with cautious deals involving few tradeoffs, few concessions, and little information sharing between parties. But avoiding risk can mean missing out on significant opportunities. For this reason, fostering trust on the fly is a critical skill for managers. As Kristen knew, the first step to inspiring trust is to demonstrate trustworthiness. All negotiators can apply the six strategies that follow to influence others’ perceptions of their trustworthiness at the bargaining table.

Win-Win Negotiations: Managing Your Counterpart’s Satisfaction

Posted by & filed under Sales Negotiations.

As the following points will demonstrate, ensuring that your counterpart is satisfied with a particular deal requires you to manage several aspects of the negotiation process, including his outcome expectations, his perceptions of your outcome, the comparisons he makes with others, and his overall negotiation experience itself.

Check Your Emotional Temperature

Posted by & filed under Conflict Management.

Do you ever feel ambushed by strong emotions?

To guard against acting irrationally or in ways that can harm you, authors of Beyond Reason: Using Emotions As You Negotiate Roger Fisher and Daniel Shapiro advise you to take your emotional temperature during a negotiation. Specifically, try to gauge whether your emotions are manageable, starting to heat up, or threatening to boil over.

Conflict Resolution Lessons from the Home: How Conflict Management Skills Transform Discord Into Harmony

Posted by & filed under Conflict Resolution.

In Lessons in Life Diplomacy, the New York Times’ Bruce Feiler asks, how do we break out of negative patterns of conduct and proactively approach problems encountered in our everyday lives? His advice, gleaned from his own experiences as well as from the research of experts in the field of conflict management and dispute resolution, is actually quite simple on its face yet very complex in practice.

The Deal is Done – Now What?

Posted by & filed under Conflict Management.

At last, the deal is done. After 18 months of negotiation, eight trips across the country, and countless meetings, you’ve finally signed a contract creating a joint venture with a Silicon Valley firm to manufacture imaging devices using your technology and their engineering.

The contract is clear and precise. It covers all the contingencies and has strong enforcement mechanisms. You’ve given your company a solid foundation for a profitable new business. As you file the contract, a question dawns on you: Now what?