Casus Onderhandelen: Hoe Rutte-Verhagen Wilders zo ver hebben gekregen en omgekeerd.

"It’s often not easy to “get to yes,” particularly given the pace of business and the structure of organizations today. CEOs and other senior executives are under extreme time pressure, managing complex, high-stakes conversations across functional areas and divisions, with alliance partners and critical suppliers, and with customers and regulators. Many report feeling that they are constantly in negotiation mode—trying to gain approval for deals in which hundreds of millions (and sometimes billions) of dollars are at stake, in the shortest possible time frames, from people who may hold the company’s (and even the leader’s own) future in their hands. To these executives, negotiation isn’t just about transactions anymore; it’s about adapting to rapidly changing information and circumstances." Zo is het maar net. Extreme onderhandelingen zijn geen privilege voor militairen en politici.

We gaan dan ook maar direct over naar het Stappen Plan:

• Assuming you have all the facts: “Look, it’s obvious that....”
• Assuming the other side is biased—but you’re not
• Assuming the other side’s motivations and intentions are obvious—and probably nefarious

• Be curious: “Help me understand how you see the situation.”
• Be humble: “What do I have wrong?”
• Be open-minded: “Is there another way to explain this?"

• Making open-ended offers: “What do you want?”
• Making unilateral offers: “I’d be willing to....”
• Simply agreeing to (or refusing) the other side’s demands

•  Ask “Why is that important to you?”
• Propose solutions for critique: “Here’s a possibility—what might be wrong with it?”

• Threats: “You’d better agree, or else....”
• Arbitrariness: “I want it because I want it.”
• Close-mindedness: “Under no circumstances will I agree to—or even consider—that proposal.”

• Appeal to fairness: “What should we do?”
• Appeal to logic and legitimacy: “I think this makes sense, because....”
• Consider constituent perspectives: “How can each of us explain this agreement to colleagues?”

• Trying to “buy” a good relationship
• Offering concessions to repair breaches of trust, whether actual or only perceived

• Explore how a breakdown in trust may have occurred and how to remedy it.
• Make concessions only if they are a legitimate way to compensate for losses owing to your nonperformance or broken commitments.
• Treat counterparts with respect, and act in ways that will command theirs.