The New Negotiating Edge: The Behavioral Approach for by Gavin Kennedy

By Gavin Kennedy

Within the New Negotiating part: The Behavioral procedure for effects and Relationships, Gavin Kennedy, a profitable negotiation advisor with 3 a long time of expertise, outlines a brand new method of diplomatic and potent how one can in achieving negotiating ambitions whereas development and preserving robust relationships. He asserts that almost all individuals are both crimson negotiators, competitive and hard-line, or blue negotiators, who're passive and overly conciliatory. Kennedy proposes a center floor, or red variety of negotiation, that makes use of the advantages of the purple and blue kinds and tempers the weaknesses of either for maximum company good fortune. Kennedy discusses the common features of crimson and blue negotiators, the connection among negotiation and tradition, resolving clash in negotiation and incorporating crimson behaviors into the 4 steps of the negotiation method. additionally incorporated are self-assessment instruments for settling on your chosen negotiation types in all of the 4 levels for you to paintings on making your personal abilities pink and, hence, as powerful as attainable. the hot Negotiating facet is a necessary reference, not only for the enterprise international, yet for all interpersonal communique, no matter if within the context of world international relations, the office or own relationships.

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Extra info for The New Negotiating Edge: The Behavioral Approach for Results and Relationships (People Skills for Professionals)

Sample text

Ineffective negotiators who indulge in argument and instantly reject proposals with which they disagree are treading water until a more constructive response prevails. A bargain is a special type of proposal. It is specific in what the negotiator wants and in what they will offer in return. A purple bargain is always conditional (“If you give me X, then I will offer you Y”), as well as being specific. There is no room for ambiguity in a bargain because the bargain specifies exactly what is to be exchanged.

The absence of ambiguity is pretty much a restrictive benefit. In the red-blue game, tit-for-tat is a winning strategy and, to some extent, it is a useful guide to the game of life. But if this was all there was to choose from, I suspect you would feel somewhat disappointed. ___ A T T I T U D E S B, E L I E F S A, N DB E H A V I O R S Negotiators have long been aware that there are two main orientations in their behavior, though they may not have described their awareness in the terminology of red and blue.

Negotiating experience shows that many practitioners express attitudes that bearno resemblance to their intentions. They speak of trust but they intendonly to deceive. While negotiators do not always act with deceitful intent, you have no way of knowing for certain if you can rely solely on what they say. This makes people's professed attitudes an unreliable guide compared to their behavior. Behind your attitudes stand your relatively firm beliefs. Whereas attitudes are short, coded guides to instant behavior-"leave the washing up to my sister", "be polite to neighbors", "he deserves tobe mocked" and such like-beliefs are more robust and more complex.

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