Communication. Creating an atmosphere of trust and cooperation is one of the most important skills of an experienced negotiator

Creating an atmosphere of trust and cooperation is one of the most important skills of an experienced negotiator. It transfers the process of negotiation into a kind of art, which is difficult really to teach, it can be only learned with your own experience. Relationship issues include:

· Balance of emotion and reason

· Ease of communication

· Degree of trust and reliability

· Attitude to acceptance (or rejection)

· Relative emphasis on persuasion

· Degree of mutual understanding

Most negotiations work better when both sides cooperate to reach mutually beneficial agreements. You can create this climate of cooperation at the early stage of a negotiation by seeking positive responses to relatively small points, e.g. to agree on items of the procedure when it is almost certain that they would agree. Strengthen the use of the positive responses by the other side. To create the strongest climate of cooperation in a negotiation the following choices about the style of the language can be made:

· Use of would like to make request sounds less direct. Instead of I want to check it is preferable to use - I’d like to check.

· Where possible use we/us. Instead of I’d like to check or I’d like to start it is preferable to use - We’d like to check or Let’s start by……

· Use of should, could, might, would to make statements and suggestions sounds less dogmatic. It is also better to introduce suggestions with phrases such as I think, maybe, perhaps.

· Use questions to make suggestions in a less direct way.

The less direct and less dogmatic choices are particularly useful when dealing with people who are native speakers of English, for whom a direct and forceful style may be interpreted as a sign of aggressive behavior. Keep in mind that Americans, vice versa, prefer direct and forceful style. You should not always use the same style. There will be occasions when you want to be direct and will choose appropriate language to show this. Sometimes there may be a good reason to agree, even when you believe fairness will dictate otherwise. For example, if you already have an excellent working relationship, you may well decide to give in on an issue, confident that on some future occasion the other person will recognize that they “owe you one” and reciprocate the favor. Or you may reasonably decide that one or more issues are not worth fighting over, all things considered. Remember that you are representing your company. This is not a personal argument. Listen to what your opponent says. Let him finish. Never just say “NO’. Be polite at all times. Do not offend him/her or use disrespectful language or slang. Try to obtain his /her respect, and remember that you may have to work together again in the future.

STAGE 3 – COMING TO A CLOSE

There are a number of signals that indicate that negotiations are coming to a close. This may not always mean that an agreement has been reached. In many cases, there are many rounds of negotiations. The preliminary round may uncover the major issues, while subsequent rounds may be needed to discuss and resolve them. Here are some signals of talks coming to a close:

· A difference of opinion has been significantly reduced

· One party suggests signing an agreement.

· One or both parties indicate that a period of time to pause and reflect is necessary.

Even if you make the decision to treat your negotiating opponent with honesty and kindness, the other party may not extend you the same respect. Be prepared to stand your ground firmly, yet cordially, especially in the last few minutes of the negotiations. This is the time when manipulative parties may employ certain tactics in order to try to fool you into losing focus or lowering goals and standards.

The results of your further negotiations will be defined not only by your negotiation skills and experience but also by the efficiency of your previous contract obligations fulfillment. It is vital to be exact and precise covering agreed schedules to establish the reputation of a trustworthy and reliable partner.

International negotiating implies copying with intercultural differences. A skilled negotiator must be aware of the potential difficulties arising from cultural differences which may undermine the effectiveness of their negotiating techniques, even if their language and communication skills are highly developed. What are considered good negotiating tactics in one part of the world may be entirely inappropriate in another – with potentially disastrous consequences.

In most business negotiations it is a good idea to get something down in writing. Even if a decision has not been made, a letter of intent to continue the negotiations is often used. This is a way for each party to guarantee that talks will continue. A letter of intent often outlines the major issues that will be discussed in future negotiations. In some cases a confidentiality agreement is also necessary. This is a promise from both parties to keep information private between discussions. When an agreement has been decided, a formal contract may be required. On the other hand, depending on the seriousness of the decision, and the level of trust between the two parties, a simple handshake and verbal agreement may be all that is needed. For example, an employer may offer a promotion and an employee may trust that the new salary will be reflected on the next pay cheque. However, even if nothing is put formally in writing, it is wise to send an e-mail or letter that verifies the terms and puts the agreement on record, especially when a specific number is decided on.

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