Negotiation Insights

A resource of quick tips and analysis of highly effective, real life negotiation strategies.




In Focus: The authentic negotiator

How would you manage being true to yourself when others ask you to negotiate an outcome you don't agree with?  

Identity needs: Tobacco now a nobody

Have you ever wondered what it would be like to lose the ability to promote a brand or make a purchase that reflects your identity needs?  

Restoring relationships: Saying sorry

Following deaths and injuries from suspected vehicle failures, and a recall that surpassed 9 million cars, in 2010 the Toyota President, Akio Toyoda, said, “I extend the condolences from the deepest part of my heart…. I feel deeply sorry for those people who lost their lives or who were injured by traffic accidents, especially those in our own cars. I extend my sincerest condolences to them, from the bottom of my heart.” How does an apology help to rebuild relationships?  

Mindsets: It’s a choice!

When problems need to be solved, the mindset you hold towards those involved can be the difference between strengthening or weakening a relationship. In this issue of Negotiation Insights we highlight the importance of choosing a constructive mindset. 

Negotiation styles: Managing aggressive behaviours

As a negotiator you can choose to be cooperative or competitive. Making the right choice can be the difference between building relationships and value, and destroying relationships and value. In this issue of Negotiation Insights we help you better understand the impact of your choices and offer some strategies to motivate cooperation. 

Traits of skilled negotiators: Nelson Mandela

Negotiation is a learned skill that involves a methodology, and the knowledge and creativity to reach a mutually beneficial outcome. In this issue of Negotiation Insights we reflect on Nelson Mandela and the negotiation traits that helped him to achieve his outcomes and build relationships. 

Verifying trust: World soccer cup and gulf of Mexico oil spill

How would you negotiate with someone you don't trust? This is a conundrum many negotiators have to confront when they want to achieve mutual gains, whilst at the same time protecting their interests and exposure to future risks. To overcome these concerns skilled negotiators look for ways to verify trust and build predictability when there are information gaps and inconsistent behaviours.  


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