There are so-called stop phrases that sometimes greatly interfere with constructive dialogue or the successful outcome of negotiations. Let's consider five of them and learn how to overcome these phrases.
"Why does a goat need a button accordion?"
Questions that distract attention from the main topic of discussion can sound whatever you like: the main thing is that they have nothing to do with the essence of the negotiations at all. They can be neutralized by direct methods: find a rational grain in the arguments of the opponent and return to the topic; invite all secondary issues to be discussed at the end of the meeting. Or listen to the interlocutor: "This is an interesting remark, but it does not relate to the issue under discussion." And to return the "debt" to him:
- I just remembered that we forgot to talk about …
- Yes, I also wanted to say that …
- Surely, you will be interested to know that …
Distraction is often chosen by distractors - the destroyers of harmonious and logical communications. You can neutralize their interference by remaining a scanner of the process, turning off emotions and turning on logic.
"No"
Such dead ends can be clothed in general phrases, outright refusals, irreconcilable aggressive attacks. If your opponent wants to block the dialogue, they will obviously say no to you. As a rule, this happens at the initial stages of negotiations, when the parties are testing the ground and the degree of possible persistence. If the question is fundamental to you, then a counter-attack can help: “I appreciate your directness, let me be frank in response. According to the internal regulations of our company, I can make the following concessions to you … In exceptional cases, I can … This is commercial information, now you know everything and can make a decision. I am ready to answer any questions."
You make it clear that you are honestly presenting the position - you have nowhere to retreat further. And if the other party is even one iota interested in you, your services or goods, then the risk of hearing a categorical “no” will be significantly reduced.
"Shouldn't you go..?"
Tough phrases that indicate the boundaries of your actions, an indication of the place of your company in the market, an emphasis on the scale of your own company, an ultimatum discussion of your conditions - such methods in negotiations are used by those on whose side the preponderance of business forces. Strength can be financial, political, administrative, physical, or whatever. Your task is to determine where is the bluff and where is the real stop-play, to bargain for the maximum possible time to think about the situation and separate your fears from the intentions of your opponent.
In such a situation, all that remains for you is to soberly assess the situation and your chances. And be content with even the smallest possible result. Remember that surviving the battle of the giants is a good thing.
"You yourself … a hippopotamus"
Personalization is a common variant of unethical negotiations, as well as pressure negotiations. The reception may look like hints at some information that undermines your credibility, mentioning gossip, pointing to specific personality traits, or "dark" spots on the company's reputation. Techniques reduce controversy to a low level. But if you are drawn into it, the phrases will help turn the tide: “This comment looks like unverified information”, “It sounded impolite. I regard the remark as disrespectful to yourself. Try to express yourself differently”,“We will check the data you voiced and see if this event took place in the history of the company. But now let's get back to the essence of the conversation."
Often the technique is used to provoke you to retaliate or test for emotional stability. All that is required of you is to return the dialogue to the channel of decency. Or complete negotiations and refuse to cooperate with such partners.
"Give two"
For each of your proposals or new clauses of the agreement, the opponent puts forward several additional requirements. Often they are voiced in an ultimatum: we will not discuss new conditions until we hear “yes” on all the previous points. Redirect the conversation in the right direction: “Have we heard another package offer? Let's discuss its possibilities”or“If we talk about an extended compromise option, then we are ready for …”,“The number of additional conditions may delay the deal. Let's discuss what we can adjust."
In this manner, the party that feels the advantage and whose interest in the transaction is less than yours negotiates. Therefore, you need to determine your stop line - the limit of possible concessions and delays. And clearly track the manipulations of the interlocutor.
