B) Explain what the words in bold type in the text mean.

Exercise 6. Fill in the gaps with one word from the box below and learn new terms used in the negotiations theory.

nibble frame concessions interests integrative(х2) anchors distributive collaboratively positions

1. _________________ negotiations are win-lose and are resolved when one party loses and the other party wins.

2. ________________ negotiations are win-win and both parties can get more.

3. The size of the pie gets bigger in _______________________ negotiations.

4. The resources that the parties can split are increased when they work together ____________________ as opposed to competitively.

5. Base figures on which we judge the favorability of something are called ___________. People tend to look for these standards even when they don’t necessarily make sense.

6. People can react very differently to something when the perspective or ____________ of reference changes.

7.___________________ are bids, offers and specific figures.

8. _____________ underlie positions. By understanding your own and the other party’s

_________________, you can focus on meeting them and not get stuck focusing on positions.

9. Big or rapid changes in the size of your bid suggest that you are willing to make further _________________.

10. After the negotiations are settled, one party might try to get one more little ____________________, often called a nibble. A good response to this is to initiate a post-settlement negotiations in which you explore opportunities for both parties to get more out of the deal.

Exercise 7. Read about the models of negotiations below, learn them and match with the situations they correspond to.

Win Win Model: in this model, each and every individual involved in negotiation wins. No body is at loss in this model and everyone is benefited out of the negotiation. This is the most accepted model of negotiation.

Win Lose Model: in this model one party wins and the other party loses. In such a model, after several rounds of discussions and negotiations, one party benefits while the party remains dissatisfied.

Lose Lose Model: as the name suggests, in this model, the outcome of negotiation is zero. No party is benefited out of this model.

1) Sara quoted a salary to Mike, but Mike was not too pleased with the figure. He insisted Sara to raise his salary to the best extent possible. After discussions Sara came out with a figure acceptable to Mike and she immediately released his offer letter. Mike got his dream job and Sara could manage to offer Mike a salary well within the company’s budgets.(____________)

2) Sara with her excellent negotiation skills managed to convince Mike at a little lower salary than he quoted. Mike also wanted to grab the opportunity as it was his dream job and he was eyeing it for quite some time now. He had to accept the offer at a little lower salary than expected. Thus in this negotiation, Mike was not completely satisfied but Sara was.(_______________)

3) Mike declined the offer as the salary quoted by Sara did not meet his expectations. Sara tried her level best to negotiate with Mike, but of no use.(_____________)

Exercise 8. Choose the correct answer. Explain the meanings of the phrasal verbs you opted for.

1. I know my boss wanted me to lead the negotiations. Last week he __________ by constantly complimenting me on my negotiation skills.

A jumped all over me B knocked himself out C buttered me up D egged me on

2. During the negotiations he ________ from his threat to go with another supplier.

A turned down B turned off Cbacked down D backed away

3.Please __________ and arrange a meeting to negotiate the sales contract.  

A call on them B call them up C call them off D call them over

4. If we don't reach an agreement, we will have to __________ with these negotiations after the weekend.

A carry on B drop on C end on D get on

5. During the negotiations we __________ a number of good compromises.

A came across B came to with C came up with D came down with

6. We need to come to a decision today. I hope we can __________ by 4:00.

A wrap everything up B work on everything C think everything over

D settle everything down

7. All of our suggestions were rejected. We need to __________ the situation in more detail before our next meeting.

A look into B look for C look in on D look up

8. I __________. There is no solution to this problem and I'm not going to waste my time trying to find one anymore.

A throw up B put up C hang up D give up

9. I think we need to have another meeting. Let's __________ for next week.

A set one back B set one down C set one off D set one up

10. Mr. Smith's behavior was horrible during the negotiations. In the end we had to __________ in order to come to any agreement without offending the others.

A throw him away B throw him out C throw him over D throw him up

Exercise 9. Match the techniques for building relationships on the left with the explanations on the right.

1. Finding things in common	a. a. Research has shown that if you give something to another person, they almost always feel obliged to return the favour or even a much bigger favour. Of course, there’s a limit: can’t be too cynical and expect someone to knock 10% off their asking price just because you’ve bought them a nice coffee. But a little genuine kindness can go a long way.
2. Showing an interest	b.There’s no doubt that we like people who are like us. In other words, if we can identify with them and understand them as people, not just business machines, we’re much more likely to want to do business with them. In practical terms, there are two sides to this technique: one is to ask questions to find out about the other person. But just as importantly, we need to be open about ourselves, to help the other person to understand us too.
3. Flattery	c.This can go both ways. Firstly, show that you’re treating the other person as an individual, someone special. That means remembering their name, and maybe organizing something based on the likes and dislikes they’ve expressed. Secondly, show that they’re dealing with you as a person, not just your organization. If you’re taking them to your favourite restaurant, make sure they understand that it’s not just an anonymous place to eat, but something that you’ve chosen personally, which says something about who you are.
4. Generosity	d. Say nice things about the other person or their organization. If that person bought you a meal, tell a third person how nice the meal was and how much you enjoyed the conversation. If you’ve just arrived in their office, say how nice it is. If you notice a diploma on the wall, ask about it and make sure you sound convincing – there’s nothing worse than false enthusiasm!
5. Gratitude	e.When the other person is talking about himself/herself, we need to listen carefully and show that we are listening. This means not just making “listening noises” like “I see” and “Really?”, but actually being interested in the other person. Remember what they are telling you, so you can bring it up next time you meet (e.g. How’s your daughter getting on at university?).
6. Personal touches	f.Whenever the other person is kind to you, always make sure you say thank-you. It may seem like a tiny detail, and perhaps an obvious one, but in fact it can make all the difference. Just imagine how you’d feel if someone failed to thank you for your own kindness! And when you say thank-you, don’t just say “thank-you”. Tell them how kind they’ve been and how much you appreciate it.

Exercise 10. Translate the following text into Ukrainian.

ЯК ВЕСТИ ПЕРЕГОВОРИ

Від того, чи знаєте ви як вести переговори правильно, залежить результат зустрічі. Кращий час для ділових побачень – з 10 до 16 години дня. Важливу роль відіграє приміщення і зовнішній вигляд людини, яка веде переговори. Вони відображають ступінь значимості і поваги до партнера. До переговорів потрібно готуватися заздалегідь. Треба зібрати якомога більше інформації про клієнта, щоб не зробити безглуздих помилок.

Після вироблення стратегії незайвим буде встати на місце опонента і вивчити свою позицію і аргументи з протилежного боку. Краще заздалегідь підготувати відповіді на можливі запитання. Вести переговори психологи радять впевнено, твердо відстоюючи свої позиції, тобто дотримуватися жорсткого стилю. Однак з людьми треба бути м’якше, не провокувати конфлікт. Нестандартний початок або оригінальний підхід до вирішення проблеми мають сильну дію на партнерів.

Не намагайтеся здаватися розумнішим. Це помітно і багатьох дратує. Краще в певних випадках проявити деяку обізнаність і змусити співрозмовника більш повно висловити свою позицію. Так ви точніше зрозумієте опонент і встигнете підготувати правильну відповідь. Навчіться ясно і коротко висловлювати свої думки, уважно слухати чужу позицію і швидко знаходити компроміс.

Якщо переговори зайшли в глухий кут, то краще домовитися про повторну зустріч. І ні за яких обставин не можна втрачати свою гідність і йти на зайві поступки з жалю. Це може бути хитрий трюк опонентів, адже як вести переговори знаєте не лише ви.

Exercise 11. Do at sight translation of the text below.

The vast majority of negotiations don't turn out the way the parties want them to. Negotiation can be very time consuming and is often a strenuous exercise, and in such situations, it may lead to both of the parties becoming disinterested and losing the initiative to continue. Moreover, a lack of interest on the part of either of the parties can quickly lead to a breakdown, thereby cancelling any possibility of an agreement in the future. Sometimes, a third party can make out a deal with your suppliers or customers easier than you can, and as there is 'no use of crying over spilled milk', why give a chance for such a situation to ever occur?

Negotiation will require that you to do a lot of homework, as you have to learn how to win a battle - without ever stepping foot on the battlefield! Find out as much information as you can about the profile of the individual in question as possible. Learn how the person dealt with similar situations in the past, and if negotiation has previously been employed several times, bring to light the ways in which he had lost - and point them out to him. This would at least deter him from using those same processes with you. Also, brief him about the chances of a 'win-win' situation turning into a 'win-lose' one, with he being on the losing end.

Negotiation is certainly not something to run away from, but when it is known that the process won't help much, it should be held back as a final option. For instance, if negotiation attempts with one of your suppliers or customers have not yielded enough in previous situations - stop negotiating, and try something new. In this kind of situation, one should proceed in a straight forward manner and put forth clear terms. This will at the very least save the time and effort which would have been in vain had negotiation otherwise ensued.

J Business Mix

Slang and idioms

I. a) Read the dialogues “overheard” during and after the meetings. Translate them.

B) Work in pairs. Rephrase the dialogues.

C) Work in groups. Continue the dialogue and make a longer conversation.

1)

- How about you carrying on the next negotiations with the union?

- Oh, no. That’s not my pigeon. I want to steer clear of the union for a while.

2)

- Our negotiations have reached the deadlock, I’m afraid.

- But there must be a way to break this deadlock, don’t you think?

3)

- I think we are in broad agreement on that and there’s no need to go into details …

- In principle I agree with you, yet we don’t want to be forced into a hasty decision on that. First, I have to go through the small print with my lawyer and check that there’s no kicker in it.

4)

- He’s quite tough in these negotiations, isn’t he?

- Yes, he certainly doesn’t pull any punches. The scales have definitely tipped in favour of us.

5)

- It’s out of the question. We won’t agree and that’s final!

- Why can’t we make any headway in these negotiations? We are going in circles all day. I think we should find some common ground at least.

II. Complete the idioms below with the words from the box:

bush grapevine loop mouth nutshell picture point purposes stick tail wall wavelength

a) to put it in a ……. g) can’t make head nor ………….. of it

b) to get straight to the ……….. h) to talk at cross- ……………….

c) to hear it on the …………… i) to beat about the ……………….

d) to put someone in the …………. j) to get it straight from the horse’s………

e) to get the wrong end of the ……… k) to be like talking to a brick …………….

f) to be on the same ……………… l) to keep someone in the ………….

III. Match the idioms in Exercise II to these definitions.

1 to fail to understand anything

2 to share similar opinions and ideas

3 to give the main facts in a short, clear way

4 to not understand something

5 to delay talking about something

6 to give the latest information

7 to talk about the most important thing

8 to hear about something because the information has been passed from one person to another in conversation

9 to be told something by someone who has direct knowledge of it

10 to try to communicate with an unresponsive person

11 to include someone in group communication

12 to not understand someone

IV. Complete the sentences with the idioms from Exercise II in the correct form.

1) OK, I’ll …………………. I’m afraid it’s the last time we’re going to miss a deadline.

2) Paola and I agree on most things. We seem to be ……………………..

3) A lot happened while you were on holiday. Let me ………………...

4) I think we are …………………. I mean next week, not this week.

5) He never gives you a straight answer. He’s always …………………..

6) I …………………… that he’s been fired. Is it true?

7) The new organogram is very complicated, but to ……….., we still report to the same manager.

8) I’m afraid that isn’t right. If you think our biggest problem is communication, then you have ………………..

9) This document from our subsidiary makes no sense at all. I ……………….

10) I’ve tried to get my supplier to give us a discount several times, but they just won’t. It’s like ………………….

11) The company is going bankrupt. The CEO told me himself. I heard it ……………….

12) I’ll need regular updates about the progress of the project. I’ll also need to know what’s going on when I’m away. Please ……………….Конец формы

V. Study the following idioms and make up your own sentences with them.

1) to put the cart before the horse – to reverse the proper order

The civil servant was so eager to get the job done that he often put the cart before the horse.

2) through thick and thin – in spite of all sorts of difficulties

He decided to remain loyal to his beliefs through thick and thin.

3) the die is cast – an unchangeable decision has been made

The die was cast when he decided to run for president.

4) to go up in smoke – to come to no practical result

The governor’s plans to seek reelection for a third term of office went up in smoke

Talking Point

I. Work in pairs. Role play the dialogues according to the instructions provided in the table below.

(1a) You are a working man/woman who has a large family. You are at work. Your boss wants to talk with you.	(1b) You are a manager. You have an employee that hasn’t been performing well. He/she is often late. He/she also spends a lot of time checking his/her private emails and strange websites instead of doing work. Yesterday, you caught her/him sleeping at his/her desk. Please terminate the employee (in a nice way).
(2a) You are a manager. You are in your office. Your best employee knocks on your door. He/she wants to talk with you.	(2b) You are at work. Please tell your boss that you have accepted a position at another company, so you will be leaving the company in 2 weeks.
(3a) You are a boss. Tell your employees that because of the economic crisis, they will be taking a 20% pay cut. This pay cut actually started last month, but you forgot to tell them. Also, you will need them to come in on the weekends for the next few months, until things get better.	(3b) You are at work. Your lovely boss has an announcement.
(4a) You are the manager of a busy company. One of your employees wants to talk with you.	(4b) Your boss has been forcing you to work more and more overtime every week. You have also been given many extra responsibilities that do not fall under your job description. You haven’t been able to spend much time with your family, and your husband/wife is threatening to divorce you. Please talk to your boss.

II. Role Simulation

Roleplay the situations below

1. You are trying to buy a leather jacket from a street trader in a foreign country whose local currency is valued at 50,000 to 1 of yours. You really like the jacket, which is a good fit, well made and style. But you think the trader is asking too much. Can you negotiate an acceptable price for both of you?

Buyer: You have a maximum of 750,000 units of local currency and 100 units of your own. You

also have your credit cards. Decide what you want to pay and the tactics you will employ making

concessions. A similar jacket in your country will cost about 130 units of your currency.

Trader: You have sold seven of these jackets to foreigners in the last few days. The lowest price

you received was 300,000 units, the best prices 800,000 units. Most foreigners did not even

haggle with you. The jacket cost you 200,000 units. You know that you can buy them more

cheaply with foreign currency than your own, which is shaky on the exchange market. In fact, 30

units of the Buyer’s currency would buy you another jacket. You are determined however to

make a good profit on this deal.

2. You have been analyzing your cash flow for the next thirty days and realize you will be significantly short in meeting your financial commitments. One account you owe equals your shortfall by itself, and the check must be mailed tomorrow. Two other accounts combined also equal your shortfall, and both checks need to be mailed the day after tomorrow. You cannot afford to create a poor credit history because of a pending loan approval with all three accounts being critical credit references. Analyze the power factors, set up your negotiation strategy, walk through a scenario with your partners (observers).

3. You have interviewed a prospective new employee who could be a key member of your team.

The new person’s required salary would compromise the integrity of your salary structure, because it is 20% higher than your most senior performer who has been with the company for over 10 years. Finances are tight, yet you believe this person could make a significant impact on future profits. If you paid the required salary for the new person, it would eliminate bonuses for all your staff that you feel they’ve earned this year. You’ve been searching for an individual with this skill level for three months. Analyze the power factors, set up your negotiation strategy, walk through a scenario with your partners (observers).

4. You are negotiating terms with a supplier of a critical component in your manufacturing process. You receive 100 units monthly. You project needing 150 units for the next 6 months and perhaps as many as 200 units ongoing after that. You’ve been satisfied with the supplier’s quality, however there have been two occasions where late deliveries have forced overtime to meet customer commitments. An out of state vendor has offered you a 20% discount for the 200

III. Comment on the following quotations

“If you are planning on doing business with someone again, don’t be too tough in the negotiations. If you’re going to skin a cat, don’t keep it as a house cat.”

Marvin Levin

“If you come to a negotiation table saying you have the final truth, that you know nothing but the truth and that is final, you will get nothing.”

Harri Holkeri

“He who has learned to disagree without being disagreeable has discovered the most valuable secret of diplomat.”

Robert Estabrook

“Let us never negotiate out of fear. But let us never fear to negotiate.”

John F.Kennedy

“Place a higher priority on discovering what a win looks like for the other person.”

Harvey Robbins

WHAT MAKES A GOOD NEGOTIATOR

Starting up

What characteristics are the most important for a good negotiator? Consider them and place in order of priority.

· ability to plan

· clear thinking under stress

· general knowledge and insight

· good communications skills

· assertiveness

· stamina

· honesty

· ability to recognize and use power,

· high self-esteem

· open minded and flexible

· high aspirations.

READING

Scan the paragraph below and identify what's under the surface when you negotiate?

Many people think sales negotiations are about tactics and strategies. They are, but only on the surface. It’s what’s under the surface that determines whether negotiations work. It’s a buyer’s emotions and values that determine which tactics work and which don’t, when to select certain tactics, and what style to adopt and which to avoid.

A good metaphor for a sales negotiator is a Doctor. As a negotiator you have many tools at your disposal, much as a Physician has many possible solutions for treating a health problem: pills (thousands of different kinds) potions, ointments, shots, physical therapy, surgery, diet, lifestyle changes … there are many options. The more a Doctor knows about you – how you react and respond to different treatments, the better job they can do.

You as a negotiator are no different. You have access to different styles, techniques, tactics, strategies and options in a negotiation. Knowing which to use depends on your knowledge of the other person and their situation. What drives them under the surface? What are their values? Do they have “Hot Buttons” and other things they are “allergic” to?

Don’t make the mistake of thinking that someone doesn’t have values, or that you can’t figure out what they are. Everyone has values, and you can detect them because everyone has behaviors. Observe behaviors, and you’ll have a pretty good idea of what’s under the table with most people. I think it was William James who said, “I’ve stopped listening to what men say. I just watch what they do.”

ü What does William James mean by saying, “I’ve stopped listening to what men say. I just watch what they do”?

Exercise 1. How can you ensure that you approach people in the correct way? “Knowing About Social Styles” developed by Merrill and Reid, is a theory which is very useful to have a thorough understanding of it when negotiating. In the Social Styles Model there are four basic “styles”, or preferred ways of interacting with others. Merrill and Reid believe that a person’s social style is a way of coping with others. People become most comfortable with that style, in themselves and others.

The Four Social Styles And How You Should Negotiate With Them

A) Match social styles below with their descriptions. Explain your choice.

1) Driver: The Director

2) Expressive: The Socializer

3) Amiable: The Supporter

4) Analytical: The Clinician

ü Not assertive, not responsive. Precise, orderly and business-like. Rational and co-operative. Self-controlled and serious. Motivated by logic and facts. Not quick to make decisions. Distrusts persuasive people. Like things in writing and detail. Security conscious. Critical, aloof, skeptical. Excellent problem solver. Likes rigid timetables.

ü Not assertive but responsive. Dependent on others. Respectful, willing and agreeable. Emotionally expressive. Everyone’s friend, supportive, soft-hearted. Low risk taker, likes security. Group builder. Over-sensitive. Not goal orientated.

ü Assertive, but not responsive. Task, rather than people oriented. Decisive and determined. Controlled emotions. Set on efficiency and effectiveness. Likes control, often in a hurry. Firm, stable relationships. Stubborn, tough. Impatient, inflexible, poor listener.

ü Assertive and responsive. Reactive, impulsive, decisions spontaneous, intuitive. Placing more importance on relationships than tasks. Emotionally expressive, sometimes dramatic. Flexible agenda, short attention span, easily loved. Enthusiastic. Strong persuasive skills, talkative and gregarious. Optimistic, takes risks. Creative.

B) Look up in the dictionary the adjectives in bold and provide their definitions

Responsive –

Assertive –

Rigid –

Decisive –

Spontaneous –

Persuasive –

Gregarious –

C) Now match four social types with the ways of treating and fill in the sentences taken from the text.

How You Should Negotiate With …

A (_____________) Work, jointly, seek common ground. Find out about personal interests and family. Be patient and avoid _______________________. Use personal assurance and specific guarantees and avoid options and probabilities. Take time to be agreeable. Focus discussion on how. Demonstrate low risk solutions. Don’t take advantage _________________.

B (_______________) Take action rather than words to demonstrate helpfulness and willingness. Stick to specifics. They expect salesmen to overstate. Their decisions are based on facts and logic and they avoid risk. They can often be very co-operative, but established relationships take time. Consider _____________________ won’t do. They will respect you for it and they will ____________________ anyway. Discuss reasons and ask ‘why’ questions. Become less responsive and less assertive yourself.

C (______________) Seek opinions in an area you wish __________________________.Discussion should be people, as well as fact, oriented. Keep summarizing, work out specifics on points of agreement. Try short, ____________________. Make sure _______________ in a friendly way. Remember to discuss the future, as well as the present. Look out for the impulse buy.

D (_______________) Plan to ask questions about and discuss specifics, actions and results. Use facts and logic. When necessary, disagree with facts rather than ____________________. Keep it business-like, efficient and ______________. Personal guarantees and testimonials are least effective – ______________________. Do not invade personal space.

ü opinions, be assertive

ü better to provide options and facts

ü to develop to achieve mutual understanding

ü to pin them down

ü going for what looks like an easy pushover

ü of their good nature

ü telling them what the product

ü have spotted the deficiencies

ü fast moving experience stories

ü to the point

d) The phrasal verb to pin somebody down most probably means

A criticize somebody

b force somebody to leave a place or a job

c force somebody to decide to do something

Exercise 2. Fill in the missing prepositions:

1. That wouldn’t go ……. well at head office.2.Do you think we could have that …… writing by the end of the week? 3. I’ll give you the benefit …. the doubt. 4. I’m really not … a position to be able to do that. 5. It doesn’t tally … the information I was given.6. I can’t accept that this applies … us.7. Let me begin … welcoming you to our new offices.8. I might be willing to concede … that point.9.You took the words right … of my mouth.10.Well, I guess that about wraps it ….

Exercise 3. Look at the statements giving the most essential information about the negotitions, say if they are True or False. Correct the wrong ones.

1) A successful negotiator is confident, not easily discouraged, and free of feelings of anxiety and fear.

2) Make sure a much higher percentage of your time is spent talking rather than listening.

3) Before meeting with the other member of the conversation, do not research on them, their company, the dynamic between your product and service and their industry, etc.

4) The deal may never happen, and the other person may never see things your way, but exercising temperance will provide you with a better chance than pushing for an immediate outcome.

5) Don’t make your negotiations and eventual outcome focus on the other person’s satisfaction.

6) A successful negotiator will not prompt the other person to divulge their thoughts and offers first.

7) Good negotiators will tell you always to take the first offer.

8) Give everything away without asking for something in return.

9) You have to know when the time is right to walk away. Some negotiations are not going to work the way you would like – that is okay because there always is tomorrow.

10) Many successful people find themselves in their positions because they have believed, do believe, and despite pitfalls, will continue to believe in their success.

Exercise 4. There’s a huge science to picking up cues from body language and how that will take you to another level in negotiations. When you hear a promise or an excuse, look for cues that it’s a genuine one. For example, a right-handed person will look to the right when remembering and to the left when making stuff up. See if they are getting impatient or distracted and if they are looking at their watch or phone. That means you are losing their attention and need to change your approach.

Can you guess what the gestures, which your counterpart can do with their body, mean? Choose among the options given below.

1. Their hands are they folded

2. They are rubbing their hands together

3. They are rubbing their neck

4. They are rubbing their nose

5. They are scratching their head

6. They are touching their ear

7. They are tilting their head

8. Their hands are being raised in clenched position

9. They are spreading arms and open hands on table or relaxed on their lap.

10. They are smiling and making plenty of eye-contact

· They are interested and contemplative

· They are not telling the whole story

· They can’t really hear what you say

· They really don’t know

· They are frustrated

· They are more interested in the person than in what is being said

· They are closed up to your idea

· They show receptivity

· They are embarrassed

· An indication that they expect to receive something

Exercise 5. Translate from Ukrainian into English.

Вступаючи в переговори, сторони входять у ділові відносини. Міжособистісні симпатії й антипатії можуть зашкодити справі. Ведення переговорів передбачає активність обох сторін. Пасивність звичайно свідчить про недостатнє пророблення позиції, її слабкість або небажання вести переговори. Але не слід впадати і в іншу крайність - змушувати партнера обговорювати тільки власну позицію, власні ідеї. Переговори - це діалог рівноправних учасників.

Під час обговорень і аргументації своєї позиції не слід намагатися переконати партнера в помилковості його точки зору. Це може викликати роздратування. У цьому контексті цікавим є зауваження колишнього президента Франції Валері Жискар д'Естена відносно адвокатів, з якими йому доводилося зустрічатися: "Тим, кого приймав, вистачало розуму не намагатися переконати мене. Вони давали мені зрозуміти, що поділяють мої сумніви і лише хотіли звернути мою увагу на ті моменти, які, на їхню думку, я міг випустити з уваги".

При згоді партнера піти на поступку не слід розглядати це як прояв його слабкості. Навпаки, бажано показати, що такі дії з його боку дозволяють вийти на домовленості й у цьому сенсі посилюють позиції обох сторін.

Особливу увагу слід приділити питанню ведення переговорів з більш сильним партнером, позиція якого об'єктивно сильніша. Часто майбутня зустріч з таким партнером викликає тривогу і невпевненість. Чи варто взагалі вступати з ним у переговори? Якщо так, то які тут можна використати принципи і методи? З огляду на те, що партнери завжди рівні за столом переговорів, точніше було б сформулювати це питання так: як бути, якщо партнер демонструє свою силу, намагаючись тим самим "вторгувати" для себе якнайбільше?

Головне для учасників переговорів - не набір готових рецептів, а розуміння того, для чого потрібні переговори та які можливості вони відкривають, які основні принципи аналізу ситуацій, що виникають.

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