Separate people from the problem
To carry out constructive and successful negotiations, it takes as a first point to separate (differentiate, not confuse) people from the problem. When you have problems with people it causes unnecessary stress and that makes your teeth become yellow and even stress can make you fat. If you have some of this problems then to go with a dentist in Tijuana and with a nutritionist
Try not to confuse the one with the other and so we will know how to negotiate any issue, however hot it may be, without harming or hurting the quality of the relationship we have with people. Always, before starting the negotiation, take control of the nerves and emotion and remember that the relationship that is involved is very important.
So, do not offend, be respectful and if we are both in that consciousness, we can solve really important problems without damaging the relationship.
Differentiate Interests VS Positions
If the negotiation focuses on positions, that is to say: I am the boss, I am the father, I always want to be right, it is not really a negotiation, it is an imposition.
Of the things that the two parties seek in this negotiation, the things that unite us, the common territory that we have And finally, we must also identify the discrepant interests, sometimes complementary and sometimes not, that will be resolved in this negotiation.
Create mutually beneficial options
We have to invent, create, be idealistic and look for ways to create mutually beneficial options. If we go to a negotiation with only options that make us win, we are falling into the traditional negotiation style (win / lose): I win 10 and the other wins 0. I leave happy, I lose the relationship and never come back to do business with the other person.
This is not about professional negotiation, this should be of mutual benefit; both parties should feel that – looking at the long-term perspective – there was a mutual benefit.
So, how can we create mutually beneficial options? For example, with brainstorming, using the methodology of Edward de Bono called “the six hats of constructive thought”. Using expert opinions from outsiders who also seek the benefit of the two parties that are negotiating.
Support you on external objective criteria
When we are negotiating or trying to reach agreements or resolving conflicts, a very important recommendation -which is also born in the negotiation methodology of Harvard University is:
Use objective criteria, that is, not only bases on that you like such a thing. If you prepare the negotiation with external criteria, such as market data, what the laws say about it, surveys, indicators, jurisprudence, then that context allows to remove subjectivity from the negotiation and give firmness to our arguments.
So, in that context, we do not have to give in to the pressure. If we have objective elements, the pressure will be lower and the application of negotiation principles will be greater.