NEGOTIATION TACTICS

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NEGOTIATION TACTICS

• SILENCE and THINKING TIME
• Prepared by
• Muhammed VURAL
• M.Mahmut YILMAZ
• Ozan ÜNLÜ
• Erkan MURATHAN
• Hilal KOCAMAZ

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What is Silence?

• Have more than you showest, speak less than you
  knowest.
• Shakespeare
• Definition of silence
• The condition of being or keeping still and
  silent.
• The absence of sound stillness.
• A period of time without speech or noise.
• Refusal or failure to speak out.
• Silence is the absence of mention. In other
  words, a negotiator using
• this tactic does not say anything about a
  negotiation point. When
• used as a tactic in a negotiation, silence can
  keep the you or the
• other party off-balance.

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When do we use Silence?

• 1) Silence is generally used when negotiators do
  not want to disclose weaknesses in their
  position.
• If I listen, I have the advantage if I speak,
  others have it. From The Arabic

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2) When negotiators want to obtain information by
letting the other party do the talking. Silence
gives you the powerful opportunity to observe and
learn. We have two ears and one tongue in order
that we may hear more and speak less. Diogenes
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3) When the other party is talkingIf you
interrupt, it irritates the speaker.To every
thing there is a season...a time to keep silence,
a time to speak. Ecclesiastes
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4)When we want to make the other party uncertain
and impulsive 5) When other partys message
does not include any mean or importance for you.
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• 6) We use silence at crucial junctures (nazik
  zaman)during a conversation to understand and
  empathise with the other person. The next time
  you hear a distorted comment, an angry retort, or
  a biased question, remain silent for a short
  time. Others will respect you for your restraint.

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• 7)When you're worried or wondering about
  something, silence is like a balm. Silence allows
  you the time to reflect on the implications, as
  well as your next step.

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The Interpretive ProcessWhen silence tactic is
used, both sides must perceive the same meaning.
But sometimes this is difficult.
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The Interpretive Process

• The ambiguity of silence can cause different
  reactions the parties involved might change the
  subject, previously hidden positions/goals might
  be revealed or new options might be discussed.
  Within such a context, the consideration of
  cultural differences is crucial experience has
  shown that people from various cultural
  backgrounds react very differently to silence
• For example If there is silence
• Americans assume other party is angry with them
• Japanese are simply evaluating what they have
  just heard.

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Silence in Communication

• Silence is a natural part of any communication
  process.
• Silence comes in three forms.
• 1-PausingThe tricky thing about a silence
  contest initiated by the other side is that they
  dont announce, "OK, I'm going to start a silence
  contest." It's just that they say something or
  ask a question and then there is silence.

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Silence in Communication

• 2-Slowing Down Go slowly and leave lots of gaps
  for the other side to rush into.
• Being patient, talking less, and waiting are
  often the keys to a miracle. Your silence allows
  the other party to express their ideas which will
  not only make them feel as though they are being
  taken seriously, but will also give you time to
  get an overall grasp on the situation. When
  negotiating, stamina and endurance usually count
  the most

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Silence in Communication

• 3-Waiting To Speak Last Concentrate on the other
  party's body language. Always listen until the
  other party has finished their last word rather
  than starting to think about your own counter
  argument as soon as they begin talking.

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Positive Values of Silence

• 1. Allowing silence in a conversation puts
  pressure on the other person.
• 2. Silence can indicate profoundness, such as awe
  or horror.
• 3. Silence can indicate respect.
• 4. Silence can indicate contemplation.
• 5. Silence can be the creation of a listening
  space.
• 6. Silence can be an indication of empathy.
• 7. Silence provides time to consider the actual
  situation.

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Positive Values of Silence

• 8. Once somebody knows youre hot to trot, hell
  exploit it.
• 9. Silence promotes anxiety and uncertainty in
  your counterparts, and thats good for you.
• 10. Silence says you have other options, you
  dont NEED this deal, or else. Always, a person
  with options is more attractive and powerful to a
  suitor.
• 11. Silence will determine just how serious they
  are. Will they communicate again, and how long
  will it take? If they can wait, theyre smart,
  and theyll be turning the tables on you.

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Negative Values of Silence

• 1. Silence can indicate hostility. Withdrawing,
  stonewalling, and pouting in silence are ways
  some people handle anger. Such a silence can be
  pulsating with bad feelings and elicit anger on
  the part of the other person.
• 2. Silence can indicate disagreement. While its
  almost never an indication of indifference,
  silence can indicate that the other person is
  having negative emotions.
• 3. Silence can be intentional rudeness. Because
  of the nature of normal conversation allowing an
  extended silence can be perceived as rudeness.

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Countermeasure

• Use silence but also plan what you will do if
  it is used on you! We can
• 1.) Accept Silence It's just that they say
  something or ask a question and then there is
  silence. When the other side has started a
  silence contest, we usually go into denial. We
  might say something like, "now that I've had a
  chance to think about that", or "well, that's an
  interesting idea and here is what I propose," or
  something like that. It sends the message that we
  just had a thoughtful moment rather than a
  silence

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• 2.) Filling a void Most people can't stand dead
  air time. They become uncomfortable if there's no
  conversation filling the void between you and
  them.
• We can fill a void by
• Going over the key points/features again.
• Asking them a question regarding their
  understanding.
• Turning to their lead negotiator and seek
  comments.
• Smiling gently and say nothing.
• Fiddling with your papers to buy time.
• Seeking an adjournment.

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THINKING TIME
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THINKING TIME

• The dictionary meaning of take five is to take
  5 minutes for rest
• This tactic is also called Go to the balcony.
• This tactic has taken its name from Take Five
  of famous jazz pianist Dave Brubeck which is
  composed of asymmetrical time signatures.
• Means suggesting a break

This tactic has taken
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THINKING TIME

• Acceptance time is a definite period of time that
  one party to a negotiation has to accept an offer
  by another party.

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THINKING TIME

• WIN-WIN USE
• Increase acceptance time
• Negotiators may need time to accept smth. new or
  different

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THINKING TIME

• WIN-LOSE USE
• Use as a delaying tactic

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THINKING TIME

• COUNTERMEASURE TO WIN-LOSE USE
• Do not take too much time to respond

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THINKING TIME

• REACTION PROBLEMS
• Parties tend to be initiator
• Respondent is less advantageous
• If there is a pressure to conclude take five

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THINKING TIME

• TIME
• Very important for negotiators
• People not only be convinced by arguments but
  also need time to reconcile
• Patience can be an important factor in
  negotiations
• Time pressure and time limits are parts of
  negotiations

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THINKING TIME

• TIME PRESSURE
• Do not accept from your constituency
• Think about opponents important time factors
• Be skeptical about deadlines that others impose
  on you.

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THINKING TIME

• TIME PRESSURE
• Produces lower demands, faster concessions,
  faster agreements
• Kelley -1967- says negotiators will be reluctant
  to concede but they will feel greater urgency to
  do
• Produces less ambitious goals
• Can be useful if unilaterally used

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THINKING TIME

• TIME LIMITS
• Have a hypnotic affect
• Makes you tended to accept even if you do not
  want
• DO NOT SET YOURSELF PSYCHOLOGICAL TIME LIMITS

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BUY TIME TO THINK

• Once you have named the game and forestalled your
  immediate reaction, the next step is to buy
  yourself time to think time to go the balcony.

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BUY TIME TO THINK

• There are several ways to taking time to think
• Go to Balcony
• Take a Time-out
• Pause and say nothing
• Rewind the Tape
• Recessing
• Adjournments

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1)GO TO BALCONY

• When dealing with adversarial people it is
  important therefore not to react to their
  behavior.In order not to react it may be
  necessary to distance yourself from your
  emotions. Ury popularized this concept by
  describing it as " going to the balcony."

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1)GO TO BALCONY(contd)

• Going to the balcony simply describes the mental
  imagery used to distance yourself emotionally
  from the combat zone. It refers to the mental
  process of stepping back from the combative
  situation and seeing it objectively. According to
  Ury, from the balcony, you can assess the
  conflict in a more detached way. This allows you
  to consider the situation more constructively and
  explore solutions that are mutually satisfying.

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1) GO TO BALCONY( CONT.)

• In going to the balcony it is necessary to be
  able to identify or name unfair tactics that you
  are likely to confront in dealing with
  adversarial people.
• People can use the following three tactics to
  sway the negotiations in their favor
• Inflexibility They refuse to negotiate further
  becoming inflexible. They want you to feel
  trapped and to believe there is no other way but
  their way.

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1) GO TO BALCONY( CONT.)

• Attacks They try to intimidate and threaten you
  so that you give into their demands.
• Tricks They try to deceive you by lying,
  manipulating data, and otherwise mislead you into
  believing that your decision is best for you when
  it really satisfies their interests and not
  necessarily your own

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1) GO TO BALCONY( CONT.)

• It is possible to misunderstand others behavior.
  It becomes critical, therefore, not jump to
  conclusions when observing behavior but to keep a
  mental record of what is being said
• and done. Adversarial people tend to use more
  than one tactic.
• Advantages of going to balcony.
• To review written or an oral proposal
• To devolope or formulate response
• To regain your composure

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2)Take a Time-out

• One way to refrain from reacting is to take a
  time out.
• Especially If the parties become angry, they
  should take a break. They should make their
  dissatisfaction known and openly discuss the
  reasons for it.
• Negotiations are more productive when they are
  broken up by frequent time-outs
• Simply take a break or tell a story to reduce the
  tension. Finally, never make decisions in the
  heat of the moment. Instead, make it a point to
  go the balcony and make your decisions there.

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3)Pause and say nothing

• The simplest way to buy time to think in the
  middle of a tense negotiation is to pause and say
  nothing. It does you little good to respond when
  you are feeling angry or frustrated
• Pausing will not only give you a chance to step
  up to the balcony seconds, but it may also help
  the other side cool down.

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4)Rewind the Tape

• MeansSlowing down the conversation by planning
  it back.
• It use to buy more time to think.
• By rewinding the tape-which interrupts the
  routine slows it down-you give yourself time to
  recognize the tricks and neutralize its impact.
• An easy way to slow down the negotiation is to
  take careful notes.
• Writing down what your counterpart says gives
  you a good excuseIm sorry, I missed that.
  Could you repeat it?

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5)Recessing

• Recess should always be taken when
• Some complicated calculations have to be done
• The emotional temprature is rising
• You are negotiating as a member of a group

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6)Adjournment

• Negotiators equivalent of a time-out. You agree
  to terminate the current negotiating session
• You need a break to
• Think about what has been said
• Reconsider your position
• Regroup your team
• Consult with your advisers more senior decision
  makers
• Rest and recuperate.

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WAYS TO GIVE YOURSELF TIME TO THINK
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YOU NEED TIME TO THINK

• Many American business people conduct
  negotiations like a Ping-Pong tournament. Buyer
  and seller, engineer and consultant, two division
  managers all are in a big hurry. A few quick
  slashes and returns, and it's over. Other
  cultures, like Europeans and Asians, take a
  different approach. They are not so hasty. They
  recognized the obvious The person who has time
  to think, thinks better!

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YOU NEED TIME TO THINK The suggestions that
follow are effective. 1. Get the other party to
present their position before breaking for the
day. 2. Arrange to get an important surprise
visitor or phone call at some crucial point. 3.
Take a restroom break. 4. Get thirsty or
hungry. 5. Change a member of the negotiating
team.
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YOU NEED TIME TO THINK 6. Don't have the
back-up evidence available. 7. Plead ignorance.
Ask for time to learn more about it. 8. Have
your expert unavailable. 9. Load down the other
party with documents, data, or drawings. 10. Use
an interpreter or third party.Interpreters can be
technical people, lawyers, your boss, or
translators. In any case, they can slow things
down.
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YOU NEED TIME TO THINK 11. If you are on a
team, develop rules among your people on how
questions will be fielded. Sometimes it is best
to have all questions directed only to one
person, to give others time to think about the
answers. 12. Recess and caucus frequently. It is
remarkable what we humans see in hindsight.
Giving yourself time to think changes hindsight
to foresight and it will make you a better
negotiator. 13. Have a good dancer 14. Go to the
toilet
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YOU NEED TIME TO THINK 15. Check list of verbal
devices for gaining time 16. Arrange a code with
your secretary so that s(he) can break into the
conversation an urgent request for you to go.
Sorry the chairman has just walked into the
office, Ill get back you Ill call you back
in a few minutes This is an interesting point
and I must give it some quiet thought. Catch
your breath and start coughing and gasp out that
you need the get a drink of water and will come
straight back
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YOU NEED TIME TO THINK Forbearance When both
parties want to reach a win/win solution, they
give time to each other to think. This strategy
is called forbearance
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THANK YOU FOR YOUR ATTENTION!!!