Successful negotiation with the Driver-Seat Concept

Preface
Another Negotiation Book – Why?
On the Genesis of the Book
The Elite as Role Model
The Aim of This Book
Practice and Theory
Warning
Note of Thanks
References
Contents
1: Definition, Structure, Preparation
1.1 Definition of Negotiation
1.2 Structure
1.3 Preparation
1.4 Fast Track
References
2: Seven Tasks of the Decision Maker
2.1 First Set Up Your Team (DM Task No. 1)
2.1.1 Decision Maker
2.1.2 Primary Negotiator
2.1.3 Secondary Negotiator
2.1.4 Bad Guys
2.1.5 Experts
2.1.6 Team Spirit
2.1.7 Three Basic Models for Practice
2.1.8 Write a Team Mail
2.1.9 Summary
2.2 Deal with Your Options (DM Task No. 2)
2.2.1 Definition and Benefits
2.2.2 Start with Your Professional Options Mind Set
2.2.3 Continue with the “Active Analysis” of Your Options
2.2.4 Remain Realistic: “Safe Options” or “Possible Options”?
2.2.5 Consider the Window of Opportunity
2.2.6 Summary
2.3 Develop Your Positions (DM Task No. 3)
2.3.1 Step 1: Build Your Position Foundation
2.3.1.1 Analyze the Standard Topics
2.3.1.2 Analyze the Standard Positions
2.3.1.3 Create a “Position Checklist”
2.3.2 Step 2: Analyze Your Own Situation
2.3.2.1 World-Check
2.3.2.2 Leverage-Check
2.3.2.3 Options-Check
2.3.2.4 Overconfidence-Check
2.3.3 Step 3: Develop Your Individual Positions
2.3.3.1 Decide on Your Target Positions
2.3.3.2 Decide on Your Starting Positions
2.3.3.3 Set Aside Your Stop Positions
2.3.4 Work on Your Position Mind Set
2.3.5 Summary
2.3.6 Summary “Mission Development”
2.4 Learn: Constantly Evaluate the Current Information at Any Given Time (DM Task No. 4)
2.4.1 Step 1: Ignore the Positions Communicated by the Partner
2.4.2 Step 2: Analyze the Partner Team
2.4.2.1 Identify the Decision Maker of the Partner Team
2.4.2.2 Let Your Negotiator Negotiate with the Decision Maker
2.4.2.3 Identify the Primary Negotiator of the Partner Team
2.4.2.4 Take into Account the Diversity of Interests
2.4.3 Step 3: Analyze the Situation(s)
2.4.3.1 World-Check
2.4.3.2 Leverage-Check
2.4.3.3 Options-Check
2.4.3.4 Overconfidence-Check
2.4.4 Step 4: Interpret the Partner Positions
2.4.5 Step 5: Clarify the Real Content of the Partner Positions
2.4.5.1 Clarify the Real Content of the Special Dummy Item “Yes”
2.4.5.2 Clarify the Real Content of the Special Dummy Item “No”
2.4.6 Step 6: Define the Individual Conflicts
2.4.7 Step 7: Analyze Your Own Situation
2.4.8 Summary Learn
2.5 Adapt: Determine the Strategies and Positions (DM Task No. 5)
2.5.1 Address the Five Conflict Strategies
2.5.2 Always Start with Professional Confrontation
2.5.3 Decide on a Conflict Strategy Again After the OP List Is Available
2.5.4 Decide Again with Regard to the Positions
2.5.5 Basics
2.5.6 Summary
2.6 Discuss Next Steps (DM Task No. 6)
2.6.1 Organize a Team Meeting
2.6.2 Optimize Possible Options with CFO Tactics
2.6.3 Do Not Apply the BATNA Model
2.6.4 Write the Next Steps Mail
2.6.5 Summary
2.7 Your Instruction: Give the Negotiator the Negotiation Instruction (DM Task No. 7)
2.7.1 Learn
2.7.2 Bargain
2.7.3 Report Back
2.7.4 Summary
References
Other sources
3: Ten Tasks of the Negotiator
3.1 Always Consider the Other Side as A Partner (PN Task No. 1)
3.1.1 Develop A Positive Basic Attitude
3.1.2 Emphasize the Common Goal, Show Respect
3.1.3 There Are No Difficult Negotiating Partners
3.2 Always Stay Cool (PN Task No. 2)
3.2.1 Variant 1: Encourage A Time-out
3.2.2 Variant 2: Apply the APO Rule
3.2.3 Variant 3: Silence
3.2.4 Summary
3.2.5 Basics
3.3 Train the Use of the Weapons of Influence (PN Task No. 3)
3.3.1 Deal with the Intuitive System I and the Analytical System II
3.3.2 Deal Intensively with the Weapons of Influence
3.3.3 Checklist: Weapons of Influence
3.4 Train Defense Against Influence (PN Task No. 4)
3.5 Use the Time Factor Correctly (PN Task No. 5)
3.5.1 Take Sufficient Time
3.5.2 Consistently Interrupt Each Round of Negotiations with Time-Outs
3.5.3 Always Ignore Deadlines
3.5.4 As A General Rule, Do Not Set Deadlines
3.5.5 Summary
3.6 Consider Power as A Mere Illusion (PN Task No. 6)
3.6.1 Do Not Make Assumptions About the Distribution of Power
3.6.2 Summary
3.7 Accept the Negotiation Assignment (PN Task No. 7)
3.7.1 Learn: Constantly Evaluate the Latest Information
3.7.2 Bargain
3.7.3 Report Back
3.8 Visualize Your Behavior with the BMI Strategy (PN Task No. 8)
3.8.1 Active Listening80
3.8.1.1 Control Your Non-verbal Behavior and Voice
3.8.1.2 Ask Open Ended Questions (“W-Questions”)
3.8.1.3 Listening
3.8.1.4 Issue Active Listening Statements
3.8.1.5 “Effective Pauses”: Take Effective Pauses Again and Again
3.8.1.6 Take Notes
3.8.1.7 Apply the Communication Square
3.8.1.8 Summary: “Active Listening80”
3.8.2 “Tactical Empathy”: Show Understanding
3.8.3 Level 3: Achieve 51% Confidence
3.8.3.1 Check Your Trust Level
3.8.3.2 Avoid Bonding Breakers
3.8.3.3 Apologize Professionally
3.8.3.4 Respond to Bonding Breakers with A Time-out
3.8.3.5 Summary
3.8.4 Stage 4: Learn: Constantly Evaluate the Latest Information
3.8.5 Level 5: Bargain
3.8.6 Level 6: Intensify the Weapons of Influence
3.8.7 Level 7: Compliance/Non-Compliance
3.8.8 Westfalen Negotiations
3.8.9 Summary BMI Stairway
3.9 Visualize the Negotiation Process (PN Task No. 9)
3.10 Negotiate! (PN Task No. 10)
References
Other Sources
4: Round of Negotiations
4.1 Opening
4.1.1 Small Talk
4.1.2 Agenda
4.1.2.1 Use the One-Text Procedure
4.1.2.2 Page Turning or Big Points First?
4.1.2.3 Do Not Set Deadlines
4.1.2.4 Let the Partner Set the Agenda in the Beginning
4.1.3 Smart Start
4.1.3.1 Opening by the Other Party and Rejection of the First Offer
4.1.3.2 Active Opening: Position Bargaining or Situation Talk
4.1.3.3 Position Bargaining
4.1.3.4 Situation Talk
4.1.3.5 Exception: Opening in Crisis
4.1.4 Summary
4.2 Middle of Act Two
4.2.1 Phase A: Analyze Open Points
4.2.1.1 Your Strategy Paper: Place a White Sheet of Paper in Front of You
4.2.1.2 Start with Bonding
4.2.1.3 Focus on the Mission
4.2.1.4 Intensify the Weapons of Influence
4.2.1.5 Create the Open Points List
4.2.1.6 Encourage Time-Outs
4.2.1.7 Implement the Current Negotiation Instruction
4.2.1.8 Summary
4.2.2 Phase B: Break 4 Change
4.2.2.1 Report Back: Report to the Decision Maker
4.2.2.2 Accompany the Mission Control
4.2.2.3 Accept Your Negotiation Assignment
4.2.2.4 Summary “Break 4 Change”
4.2.3 Concessions Package Procedure
4.2.3.1 Your Strategy Paper: Put the Current Package Proposal in Front of You
4.2.3.2 Start the Bonding Process
4.2.3.3 Focus on the Mission
4.2.3.4 Intensify the Weapons of Influence
4.2.3.5 Log All Packages
4.2.3.6 Encourage Time-Outs
4.2.3.7 Accept the Updated Negotiation Mandate
4.2.3.8 Summary of the Concessions Package Procedure
4.2.3.9 The “Elbe Negotiations”
4.3 Good Bye: Say Goodbye Professionally
4.3.1 Stay in the Game
4.3.2 Walk Out
4.3.3 Game Over
4.3.4 Summary
References
Essays
5: Influence
5.1 Sympathy
5.1.1 Definition
5.1.2 Deployment
5.1.3 Defense
5.1.4 Summary
5.1.5 Basics
5.2 Anchoring
5.2.1 Definition
5.2.2 Deployment
5.2.3 Defense
5.2.4 Summary
5.2.5 Basics
5.3 Arguments
5.3.1 Definition
5.3.2 Deployment
5.3.3 Defense
5.3.4 Summary
5.3.5 Basics
5.4 Examples
5.4.1 Definition
5.4.2 Deployment
5.4.3 Defense
5.4.4 Summary
5.4.5 Basics
5.5 Pictures
5.5.1 Definition
5.5.2 Deployment
5.5.3 Defense
5.5.4 Summary
5.5.5 Basics
5.6 Story
5.6.1 Definition
5.6.2 Deployment
5.6.3 Defense
5.6.4 Summary
5.6.5 Basics
5.7 Social Proof
5.7.1 Definition
5.7.2 Deployment
5.7.3 Defense
5.7.4 Summary
5.7.5 Basics
5.8 Authority
5.8.1 Definition
5.8.2 Deployment
5.8.3 Defense
5.8.4 Summary
5.8.5 Basics
5.9 Fairness
5.9.1 Definition
5.9.2 Deployment
5.9.3 Defense
5.9.4 Summary
5.9.5 Basics
5.10 Priming
5.10.1 Definition
5.10.2 Deployment
5.10.3 Defense
5.10.4 Summary
5.10.5 Basics
5.11 Framing
5.11.1 Definition
5.11.2 Deployment
5.11.3 Defense
5.11.4 Summary
5.11.5 Basics
5.12 Participation
5.12.1 Definition
5.12.2 Deployment
5.12.3 Defense
5.12.4 Summary
5.12.5 Basics
5.13 Reciprocity
5.13.1 Definition
5.13.2 Deployment
5.13.3 Defense
5.13.4 Summary
5.13.5 Basics
5.14 Consistency
5.14.1 Definition
5.14.2 Deployment
5.14.3 Defense
5.14.4 Summary
5.14.5 Basics
5.15 Scarcity
5.15.1 Definition
5.15.2 Deployment
5.15.3 Defense
5.15.4 Summary
5.15.5 Basics
References
6: Driver-Seat Concept in Comparison
6.1 Confrontation
6.2 Cooperation
6.2.1 First the Analysis of the Conflicts, Then the Solution (Cooperation)
6.2.2 Seven Differences Between Harvard I/Harvard II and the Driver-Seat Concept
6.3 Compromise
6.4 Driver-Seat Concept
References
7: Checklist for the DM
7.1 Team Formation (DM Task No. 1)
7.2 Checklist: Options (DM Task No. 2)
7.3 Positions (DM Task No. 3)
7.4 Learn (DM Task No. 4)
7.5 Adapt: Determine the Strategies and Positions (DM Task No. 5)
7.6 Discuss Next Steps (DM Task No. 6)
7.7 Your Instruction (DM Task No. 7)
8: Checklist for the Primary Negotiator
8.1 Always Consider the Other Side as a Partner (PN Task No. 1)
8.2 Always Stay Cool (PN Task No. 2)
8.3 Train the Use of the Weapons of Influence (PN Task No. 3)
8.4 Train Defense Against Influence (PN Task No. 4)
8.5 Use the Time Factor Correctly (PN Task No. 5)
8.6 Consider Power as a Mere Illusion (PN Task No. 6)
8.7 Accept the Negotiation Instruction (PN Task No. 7)
8.8 Visualize Your Behavior with the BMI Strategy (PN Task No. 8)
8.9 Visualize the Negotiation Process (PN Task No. 9)
8.10 Negotiate! (PN Task No. 10)
9: Checklist: Negotiation Round
9.1 Opening
9.2 Middle of Act Two
9.2.1 Phase A: Analyze Open Points
9.2.2 Phase B: Break 4 Change
9.2.3 Phase C: Concessions Package Procedure
9.3 Good Bye: Say Goodbye Professionally
9.3.1 Stay in the Game
9.3.2 Walk Out
9.3.3 Game over