Harvard Method of Negotiation. win-win strategy

Nowadays, there is a very profitable and convenient principle on the basis of which negotiations are conducted: the WIN-WIN strategy or, as some people call it, “win-win”. Her ignorance can lead to a negative result. What to do, and how to quickly master the theory of "Win-Win" for negotiating?

First, let's understand what they are. This is a set of specific techniques that allow you to solve all sorts of issues. The decision must be made within a certain time.

When Not to Negotiate

1. This applies to those cases when almost everything that you have is at stake. Then you can get very emotional, and this always has a harmful effect.

2. Do not start negotiations without prior preparation. Think carefully, do you know everything about the second side, do you know which model the negotiations will follow, do you know the goals and objectives?

3. If opponents push you in every possible way, especially when making important decisions, it is better to postpone the final moment for later.

4. In case of poor health. In this state, you will not be able to make the best decision.

5. If you are not particularly interested in winning, it will not bring you benefits. Whatever the negotiation process, you will simply waste energy and time.

6. With increased emotionality on your part or the other. If such a state appeared during the negotiations, suspend them, and wait for the moment when the opponent completely calms down, apologizes, and only then continue.

WIN-WIN strategy

Almost any communication or conversation, the task of which is to come to a certain agreement on an important issue, is considered a negotiation.

They are distinguished by goals, and they solve such questions:

1. Determination of costs and income based on interest.
2. Establishing a balance of opportunities between the parties.
3. Creation or support of the necessary atmosphere.
4. Fixing your own position.

The Win Win concept is used to achieve certain results:

In order to use "WIN-WIN", you must be able to:

Manage your own emotions;
establish relationships between individuals;
solve various problems.

In negotiations, people of completely different experience and temperament can meet, so you need to apply the WIN-WIN rule:

1. Prepare for negotiations:

Make a problem analysis;
plan negotiations;
think over organizational moments;
make contact with the other side.

2. Have the right dialogue

Generalized negotiation strategy:

Mutual greeting and a detailed outline of the problem itself;
characterization of the problem and proposal of rules for negotiating;
communicate your position;
listen to the opponent's position, dialogue;
search for solutions to the problem;
results.

There are the following types of negotiations:

on a specific topic;
for a specific purpose;
due to certain circumstances;
on a certain occasion.

The more intense the negotiations are, the more likely they will be to succeed.

It is necessary to take into account possible psychological features:

1. The conversation begins without much understanding of the complexity, task and necessity. One of the parties only reacts, not acts. If the opponent does not have a plan of action, the WIN-WIN rule does not work. It will not work if one of the parties is trying to emphasize only its own interests, while the other does not know at all what can be offered or demanded.

The WIN-WIN principle does not work during negotiations, when at least one of the parties is completely unable to conduct them, for example:

Behaves a little aggressively;
willfully defends his own position;
repeats known positions;
focuses on personal interests and ignores public ones.

2. Applying the wrong strategy. "WIN-WIN" means:

Desire to take into account the interests of the public;
representation of own interests;
a clear argument for your position.

It requires good imagination, competence and a realistic approach. The WIN-WIN strategy is to find a common position with the opponent, from which it will be possible to move on to discussing easy issues. Only after achieving the desired result, you can move on to more serious ones. The Win-Win rule advises against focusing on secondary nuances.

3. Psychologically Directed Negotiations

The WIN-WIN strategy involves sufficient concentration on the opponent's arguments and his psychological state. Make sure he doesn't get emotional. And you need to understand what caused his position. Try to ask counter clarifying questions to make sure you understand it correctly.

Negotiation methodology according to the strategy

1. Variational. Investigation of specific questions:

What should be the ideal solution?
What is possible to refuse?
What arguments can convince the other side?
What can the opponent offer?

2. Integrations. It is used for the purpose of evaluating a problem in conjunction with others.

3. Compromise (the parties very slowly and gradually give up some of their positions).

4. Away from excessive tension (emphasis is placed on the reasonableness of the arguments, the softness of the wording of the refusal).

Ways to support the desired climate:

Make a reminder of unity of interest;
express your thoughts in a confidential manner;
use some humor;
respect and listen to the opponent;
try to accept his needs;
show that you respect the other side.

In order to alleviate the tension that has arisen before the dialogue begins, you can:

Do not immediately sit down at the negotiating table, but simply walk around the room;
try to establish informal contact;
be on the move before negotiations begin;
try to be relaxed;
take part in groups with no more than 5 people;
- share your experience.

Try to relieve tension during negotiations:

Showing interest in counter questions;
tracking other people's and their hidden feelings.

Negotiation results

Discuss the results at the very end. This will help avoid possible misunderstandings in the evaluation of the results obtained. Today, the WIN-WIN strategy has been able to prove its worth in negotiations.

My secret to success lies in the ability to understand the other person's point of view and to look at things from both his and my own points of view. Henry Ford

Every day we face the dilemma of how to say yes to each other without resorting to war with each other. It doesn't matter if it's buying an apartment (seller-buyer), a job interview (employer-employee), or negotiating an important contract with a business partner (customer-contractor). Often the stronger party does not want to listen to the other, putting forward its demands in negotiations as an axiom and trying to impose its opinion. However, this is not correct. Negotiation is a two-way process, where the result of negotiations is a mutually beneficial decision of the two parties. Negotiation is a delicate art, so it's best to get practical skills in advance, rather than hone your skills during an important conversation. In this article, we will talk about a not too well-known, but quite effective negotiating technique, which is called the Harvard win-win strategy. Putting it into practice will help you achieve your goals faster, but for this you need to know its features.

So that the information does not seem too dry and “lifeless”, it is better to study it with examples.

Example one. A prospective employee is applying for the position of head of department. In addition to him, his colleague is also aiming for a leadership position.

Second example. A startup starts a new project. He urgently needs funding, so he must promptly convince the investor of the prospects of his undertaking. But he has a competitor who offers his own (very similar) project to the same investor.

Example three. The businessman plans to open a roadside cafe next to an existing establishment. He needs to ensure a flow of customers by convincing them that his cafe is better.

Example four. The buyer wants to buy an apartment for 4 million rubles, but the seller resists with all his might and does not want to reduce the price below 4.2 million rubles. The first needs an apartment, and the second needs money, but both of them cannot agree.

Example five. A freelance programmer makes an offer to the customer to develop a website. He estimates the cost of work at 300 thousand rubles, and the customer does not want to pay more than 200 thousand rubles for the project. The programmer needs this order for a portfolio, experience, he also needs money. But the customer stands his ground - he wants to get the project, but does not want to overpay more than 200 thousand rubles for its development.

How to proceed in each case? See the answers at the end of this article.

In fact, there are hundreds of thousands of such examples, and they all require certain skills of persuasion. To win, you need to be the best. And for this, sometimes natural talents alone are not enough. It is necessary to cultivate leadership qualities in oneself, leaving others far behind. And this applies not only to business, but also to personal relationships with other people. Many people think so. And they are wrong. This pattern of behavior is called win-lose when there is a winner and a loser.

You can argue as much as you like that these are the rules of life: there are always winners, there are always losers. But the strategy win-lose It has several negative aspects, which should always be remembered.

The winner almost always ignores the interests of the loser, leaving him far behind.
The relationship of trust and friendship between the winner and the loser almost always ends.
The winner no longer has to count on the help of the defeated side.
The glory of a self-serving cynic is assigned to the winner, who will “go over the corpses” in order to achieve his goal, that is, profit.
The winner always has a lot of ill-wishers, enemies and simply envious people who will not miss the opportunity to put the bandwagon.

All these moments can poison the joy of achieving victory so much that a person simply breaks down. His hands drop, and all subsequent ambitions simply disappear. Has it happened to you?

To avoid the described negative consequences, it is better to apply the win-win strategy, which will help you achieve the same goals, but avoid unpleasant moments.

The essence of the Harvard win-win negotiation method

Already from the name it becomes clear that the authorship of the technique belongs to scientists from Harvard. Roger Fisher is considered to be its founder, and William Ury “finished” the main points, creating a practical guide for use. Together they wrote a book "The path to agreement or negotiations without defeat" which was published in 1981.

The uniqueness of Harvard negotiation is that there is a winner, but no loser. All rivals come out victorious, which is impossible to achieve under other circumstances. The authors of the book focused on conducting business negotiations, because it is there that most often losers. In the following, I will describe the main points from this book.

The negotiation method implies a hard method to the essence of the matter, but a soft approach to its participants. Negotiators are not rivals, but friends who solve the problem together. Their common goal is a reasonable result achieved in a friendly manner. The method is based on a mutually beneficial solution in which each side wins.

The win-win method should be reduced to four main points. Each item refers to one of the basic elements of the negotiations and suggests certain recommendations, which will be discussed below.

People

It is necessary to make a distinction between the participants in the discussion and the subject of negotiations. This point takes into account the fact that humans are not computers. We are often emotionally driven in the negotiation process and find it difficult to communicate. Preferring one position or the other makes things worse because people identify with their positions. Therefore, before starting negotiations, you need to separate the "problem of people" and deal with it separately (as they say "flies separately, cutlets separately"). Participants must agree that they need to work together and deal with the problem, not with each other.

The inability to be receptive to others as individuals with their characteristics can have a catastrophic effect on negotiations. Therefore, at any point in the negotiation, it is worth asking yourself: “Am I paying enough attention to the human factor?”. People tend to see things from their belfry. They want to see what they want to see. It is necessary to separate the relationship from the essence of the matter. Deal directly with the "human factor". Therefore, it is very important to try to find out the mindset of the other side, because negotiations are mutual communication in order to achieve a common result.

Interests

Focus on interests, not positions. Interests and positions are not the same thing. Usually they argue like this: if the position of the other side is opposite to ours, then its interests also contradict our interests. This is an erroneous statement. Very often an agreement can be reached precisely because of a difference in interests. For example, you go to the store for bread. The seller is interested in your money, and you need bread more than money. From this comes a deal - common and different, but different interests serve as the basis for a reasonable agreement.

To reach a mutual solution, it is necessary to reconcile interests, not positions. The position is most often specific and clear; the interests behind it may be poorly expressed, subtle and perhaps inconsistent. The most important question to identify interests is "Why". Ask "Why"? And put yourself in the place of the other side. It almost never happens that a person in a negotiation has the same interests. There is a story about two spouses, when a loving wife sells her hair and buys her husband a beautiful watch chain, and the husband, not knowing about it, sells his watch in order to buy his wife a beautiful comb. Understanding the underlying interests is the key to the solution.

So try to understand interests, the strongest of which are human needs. These include - security, economic well-being, belonging, recognition, control of one's own life. It is very important to make a written list of interests and talk about them during the negotiation process. The other party may not know what your interests are unless you are open about it.

Options

Before deciding what to do, you need to highlight the range of possibilities. Often, negotiators do not see all the options for solving the problem and act like two sisters who quarreled over an orange. After the sisters finally agreed to cut the orange in half, one of them took her half and ate the fruit, discarding the rind, while the other peeled the rind from her half and used it for the pie, discarding the fruit itself. Very often, negotiators end an argument with half a fruit each, instead of giving the rind to one side and the core to the other. In the example given, each sister wanted an orange, so they shared it, failing to understand that one wanted to eat the fruit, while the other wanted only the baking crust. People usually think that differences create a problem, but differences can also lead to a solution. Reconcile different interests. It is very important to understand the interests of the other side. One way to reconcile interests is to develop multiple approaches that are equally acceptable to you and to the other side.

A brainstorming method will do. It is important to consider the problem from the point of view of different professions and disciplines. You need to look at it through the eyes of various specialists who will bring a fresh look to the problem and be able to point out various options that were not visible to you. If, for example, you are designing a startup, then involve specialists of all stripes in the project: usability, designers, marketers, entrepreneurs, programmers, planners ... The more different points of view, the more options you get. When brainstorming, it is important to separate the generation of options from the decision-making process. And through negotiations, choose the most correct one, which would suit both parties.

Objective Criteria

We must insist that the result be based on some objective norm, factors, criteria. This means that the conditions must be based on norms that you do not choose. Insist that intransigence is not a sufficient argument and the agreement must be based on fair arguments. In negotiations, you need to use some kind of fair criteria: market prices, laws, expert opinions, independent analysis, etc. Pros: both parties can agree.

When reaching a solution between negotiators, one should be guided by principles, not pressure. Be open to reasonable arguments but closed to threats. If you and the other party insist on objective evaluation criteria, you will reach agreement more quickly. It is necessary to be guided by the norms of fairness, efficiency, scientific criteria. In other words, we need information from outside.

Lots, coin tossing, and other forms of random distribution have intrinsic fairness. The result may not be equal, but each side had an equal opportunity. The parties may agree to submit the matter to a specialist for advice or a decision.

Before talking about possible conditions, it is necessary to agree on some criterion or criteria. In this case, if you initially negotiate the criteria, then it will be more difficult for the other side to resist.

And now the examples with which the article was started.

Example one. When an employee receives a coveted position, he raises his competitor's salary, increases the scope of his authority, and prepares him for his shift, intending to go further for promotion. Both employees remain "in the black".

Second example. When the victory went to startup #1, he invites his competitor to become a partner, after which both partners make a joint project. The competition is coming to an end.

Example three. The owners of catering establishments sit down at the negotiating table and radically divide their spheres of influence. For example, one chooses Russian, and the second Italian cuisine, after which each has its own customers, focusing solely on personal taste preferences.

Example four. The buyer gives objective arguments that transactions for the same apartments (in this house) did not exceed 4 million rubles. The buyer recalls the crisis and talks about what will happen if the apartment cannot be sold by a certain time. Also, the buyer promises to help the seller in finding an alternative apartment, and the seller eventually agrees to a price of 4 million rubles.

Example five. The customer decides that part of the project can be done later and excludes some work from the TOR. The programmer agrees to a discount of 50 thousand rubles. and a total amount of 250 thousand rubles. Further, both parties come to the conclusion that if the programmer copes with the project, then the project amount will be 200 thousand rubles. for development + 50 thousand rubles. as a bonus for meeting deadlines. The final price is 250 thousand rubles. suits the programmer, because it motivates him to do faster. It also suits the customer, since the bonus is 50 thousand rubles. he pays not immediately, but within 3 months (in installments).

It cannot be said that everyone gets everything they want. For example, if in the fourth example the apartment costs 4 million rubles, and you have only 2 million rubles, then the transaction will not take place in any case. No matter how good you are at negotiating and asking, you will not be able to convince the seller to sell it at your price. In the fifth example, you may not find a compliant specialist. Each side has its own limit, passing which the transaction will not take place. When you buy something, the limit is the highest price you can pay, and when you sell something, it is the lowest acceptable price you are willing to sell for. It is very important to evaluate this parameter BEFORE negotiations. Also consider Plan B: What will you do if negotiations fail? because such a scenario might occur. Shared interests should be identified and options explored "what happens if" writing scripts on paper.

This is how the Harvard win-win method works in practice, following which during negotiations everyone receives more benefits than in the usual way, when one pulls the blanket over from the other. In win-win, both wolves and sheep are safe and full. The win-win negotiation strategy can be applied to any area of life.

As a conclusion, I will give a video by Oleg Tinkov, who explains the whole principle of the concept in 3 minuteswin— winin business. Comments are unnecessary here. Tinkov knows what he is talking about 🙂

Think pie...

The win-win approach often turns into win-lose because it encourages unnecessary compromises, is based on emotion rather than decision, and speaks to the heart rather than the mind. In addition, there are no precise principles underlying the win-win approach. The principle of "win-win" makes it impossible to clearly and accurately manage every step of the negotiations. This is one of the reasons why the win-win model causes mass casualties time and time again in the real business world.

If in your work activity you have said or thought that:

“There are such unpleasant negotiations that are harder for me than others”;
“It can be difficult to negotiate some things, because I don’t want to be humiliated or persuaded”;
"In some negotiations, if I'm not sure that I'm stronger, I don't want to take risks";
“I don’t like other people’s pressure - sometimes it’s easier for me to just pay!”;
“I know a lot about negotiations, but my results do not always make me happy”

Do any of these phrases touch you emotionally? So this article is for you!

Negotiations are a set of tactics. There is a huge number of so-called "do" and "do not do", all together they are interesting and useful material, but with the condition that it (the material) will be systematized and structured. In my book, I have tried to present the tactics in the system.

Negotiation is a skill that allows you to resolve a number of dilemmas. The material on this subject was scattered throughout the books. In my book, I have detailed this view of negotiation.

Negotiation is a process organized in time. On this occasion, you can find a lot of materials that, with a few exceptions, are quite useful.

Negotiations are a complex of various activities. One of the classic articles (Walton and Mackersey, 1965) is devoted to this view of negotiations, in which the main principle of negotiations was defined. But, when highlighting the main types of activities in the negotiation process, no single criterion was developed, which affected the typology of activities in the negotiations.

First, consider the cases where it is better to avoid negotiation:

When you put everything you have on the map of the outcome of negotiations: all the money, reputation, and possibly health and a family hearth to boot. This is the case when you got too carried away with business games and now decided to go for broke with dangerous business partners. You can rely on your skill as a negotiator as much as you want, but negotiations are a bad roulette. Negotiation is just a tool, not a goal or a lottery win. And yet, negotiation is a dish that professionals prefer to eat cold. Emotions only interfere with the process of full digestion.
Don't break rule #1 of a professional negotiator - don't enter into negotiations without prior preparation. Always check yourself against the checklists of self-control of readiness for the negotiation process: have you collected information about the enemy? Do you understand the negotiation model of the upcoming meeting? Have you formulated your goals and objectives of the negotiations? Was there a fact of training for the upcoming negotiations (the list, of course, is far from complete)?
When you are persistently rushed by opponents. Especially when it comes to making important and long-term decisions. Pause. Change the environment. Walk your dog, swim with dolphins. Mornings are usually wiser than evenings…
When you feel bad. Alas, good physical health is not the last spoke in the wheel of victorious negotiations. Reschedule the meeting. You are not Batman, and you are not Iron Man. Take my word for it - it's not worth it. Restore your well-being. Do not make decisions with temperatures under 40 or pressure over 240.
When you are not interested in winning. Do not deceive yourself in situations where, in the most favorable outcome of negotiations, nothing shines for you. But to lose resources at least in the form of time and energy will definitely have to. Always plan a negotiation budget. Ask yourself the key question of capitalism more often - and what will I get from this?
When emotions cross all reasonable and ethical boundaries. You are being insulted or humiliated in some way. Break off negotiations or do not enter into them if this happened at the stage of preparation of the negotiation process. Only after all sorts of apologies and all sorts of indemnities from the side that lost face can you return to the negotiating table (and even then in cases where you are already bound by contractual obligations, possibly not concluded by you).

Cooperation	Negotiation	Struggle
The conflict is viewed by the parties as a common problem.	A conflict is a clash of different but interdependent interests.	Conflict is a question of "victory or defeat", "on the shield or under the shield", "us or them".
Partners formulate their goals quite clearly	Partners unnecessarily exaggerate the significance of their interests, but do not exclude the possibility of an agreement, the possibility of an agreement.	Partners emphasize the superiority of their own interests.
Weaknesses and personal problems are discussed openly.	Personal problems are masked or presented discreetly.	They don't care about personal issues at all.
All information provided is true.	The information presented is not falsified although one-sided. Facts useful to one side are embellished.	False information is willingly spread if it can be used to subjugate an opponent.
Questions for discussion are presented in terms of real problems.	Questions for discussion are formulated in terms of alternative solutions.	Issues of disagreement are formulated in terms of one's own decision.
All possible solutions are considered, regardless of their practical implications.	Sometimes, when considering a decision, one of the parties goes on principle in order to put pressure on the partner.	The decision of one of the parties is considered by it not only as the only possible one, but also clearly tied to high principles.
Proposing your own solution is delayed as much as possible.	Obviously, preference is given to one's own decision, but the limits of what is permitted and the possibility of concessions are taken for granted.	Absolute and unconditional preference is given to one's own decision, which is expressed and imposed by all possible methods.
Threats, introducing confusion, using the partner's mistakes are considered as harmful phenomena.	Moderate use of carefully calculated threats, confusion, subterfuge.	Threats, confusion, shock effects, etc., can be used at any time to subdue an opponent.
All interested parties take an active part in the discussion.	Contacts of the parties are limited to only a few of their representatives.	Interests are expressed indirectly through "statements".
Every opportunity is used to hide one's power potential and not resort to its help.	Sometimes force is used to influence the balance of power in order to gain an advantage.	Both sides constantly use force in the fight, increasing interdependence, alienating and isolating the opponent.
People are trying to enter into the opponent's position, to put themselves in his place.	Interest in the problems of the opponent is used as a tactic.	No one cares about the interests and problems of the other side.
Irritation is used to defuse the atmosphere of tension that can negatively affect future cooperation.	Irritation is usually suppressed or expressed covertly, for example, with the help of humor.	Irritation is used to build up a hostile tense atmosphere, to suppress the other side.
Both sides easily go to the extent of inviting external consultants to make decisions.	They resort to the help of a third party only in case of absolute impasse.	Consultants are invited if they provide so-called "blind" support.

What is what

Negotiation is a business mutual communication with the aim of reaching a joint solution. Throughout our lives, we negotiate, exchange commitments and promises. Whenever two people need to come to an agreement, they must negotiate.

The negotiations proceed in the form of a business conversation on issues of interest to both parties, and serve to establish cooperative ties.

Negotiations differ significantly in their goals: the conclusion of a supply agreement, for the conduct of research or design work, an agreement on cooperation and coordination of activities, etc.

Negotiation is a way of handling multiple dilemmas with care and flexibility. The dilemmas below are acceptable for analyzing negotiations as a set of five activities.

Achieving significant results, with a differentiation of costs and profits, achieving goals dictated by your interests.
Influence on the balance of power between the parties: maintaining a balance of power, or a slight shift in the direction that is beneficial for one of the parties.
Influence on the atmosphere: maintaining a constructive atmosphere and positive personal contacts.
4. Influence on clients: strengthening one's own position in accordance with the requests of clients, whose interests are protected in the negotiation process.

During the negotiation process, people want to:

reach mutual agreement on an issue in which interests usually clash;
to adequately withstand the confrontation that inevitably arises due to conflicting interests without destroying the relationship.

To achieve this, you need to be able to:

a) Solve the problem;

b) Establish interpersonal interaction;

c) Manage emotions.

People with different negotiating experience can come together at the negotiating table. They may have different temperaments (for example, sanguine and choleric) and different special education (for example, technical and economic).

In accordance with this great diversity, the very course of negotiations differs. They can flow easily or intensely, partners can agree between themselves easily or with great difficulty, or not come to any agreement at all.

1. Preparation of negotiations:

analysis of the problem (determination of the subject of negotiations, information about the partner, the availability of alternatives, your interests and the interests of the partner);
negotiation planning (development of a negotiation concept, definition of goals, objectives, negotiation strategies, economic calculations, main positions, possible options, preparation of the necessary technical and reference documentation);
planning organizational moments;
first contact with a partner.

2. Negotiating.

It is impossible to offer an exact model for conducting any specific negotiations, except, of course, for extremely generalized schemes:

welcome and introduction to issues;
description of the problem and proposals for the course of negotiations;
statement of position (in detail);
conducting a dialogue;
solution to the problem;
completion.

Negotiations are intended mainly to use mutual exchange of views (in the form of various proposals for solving the problem under discussion) to “bargain” an agreement that meets the interests of both parties and achieve results that would suit all participants in the negotiations.

Negotiations are held:

on a specific occasion (for example, in connection with the need to establish cooperation ties);
under certain circumstances (for example, a conflict of interest);
for a specific purpose (for example, the conclusion of an agreement);
on certain important issues (political, economic, social or cultural).

It is often possible to reach an agreement only after a comprehensive discussion of the problem; in the course of any negotiations, various interests are revealed, and partners pass them through the prism of their own needs. An important role is also played by the advantages (or negative aspects) associated with the conclusion of this or that agreement for partners, especially when evaluating new solutions put forward only in the process of negotiations.

Any negotiations require careful preparation: the more intensively they are conducted (using analyzes, calculations of the economic effect, conclusions, etc.), the greater the chances of success. The opposite picture is observed in the case when various objective and psychological aspects are not properly taken into account during negotiations.

What are these shortcomings?

a) Weaknesses in negotiation

"Cold start". The partner enters into negotiations without sufficient preliminary consideration:

their necessity and purpose;
difficulties and possible consequences.

In this case, he only has a “reciprocal move”, that is, he will react, and not act (initiative will not come from him).

"Lack of programs". The partner does not have a clear plan of action within the maximum and minimum requirements. It is easier to negotiate with different options in mind (or on paper). Usually (outside of negotiation) an order is enough to carry out the necessary decisions.

“The main thing is that it suits me.” The partner sticks out his own interests so much that the representatives of the other side do not see any advantages for themselves. Such a discrepancy of interests, often caused by narrowly selfish departmental considerations, blocks the interlocutor, discouraging him from conducting negotiations in general.

"Let everything go by itself." The partner does not have a clear idea of his own specific proposals and arguments, detailed requirements and criteria for evaluating the subject of the negotiation of the position and the expected reaction of the opposite side. The effectiveness of negotiations is reduced due to their insufficient preparation.

"Communicative bugs". Wrong behavior of one of the partners negatively affects the atmosphere of negotiations and hinders the achievement of their goal. The partner has forgotten how to listen (or once did not master this art). And this is a condition for the effectiveness of any negotiations. Monologue is a typical activity for idlers!

A negotiator in response to a partner's statement:

does not behave in a businesslike manner, but is overly emotionally unrestrained;
does not argue, but willfully defends his position;
does not bring new facts, does not put forward new proposals, but sets out well-known positions that interfere with the solution of the problem;
the negotiator is not guided by the common interests of joint responsibility for the common cause, does not single out this aspect.

By analyzing the real state of affairs, a discrepancy between the interests of the parties involved in the negotiations is revealed, which leads to objections, counterclaims, refusals, etc. The importance of psychological moments is underestimated (for example, the readiness of negotiators to meet a partner). For many leaders, these abilities are underdeveloped.

The success of negotiations not least depends on the principled attitude of the interlocutors to negotiations in general and on their behavior in a particular situation.

b) Negotiating Conduct

We must proceed from the fact that negotiations are necessary and useful for solving the cooperative tasks of the plant's enterprise department. If we want the negotiations to be constructive and beneficial for both parties, the following recommendations should be taken into account:

It is necessary to persistently achieve the intended goal, convincingly argue your proposals, but do not be too stubborn and deaf to the partner's opinion: in negotiations, as you know, orders are not given.
It is worthy to represent your interests and make proposals for solving the problem discussed at the talks.
Strives to reach such agreements that would meet the interests not only of your service, but of society as a whole.

It must be remembered that the subjective most important conditions for successful negotiation are:

political competence and consciousness;
realistic approach and interest in business communication;
the power of imagination and the gift of combination.

It would be an illusion to believe that the interlocutor can be outwitted with the help of various conditions and tricks, or with a “crowbar in hand” to force him to make excessive concessions.

In any negotiation, patient, purposeful reasoning is indispensable. Here's what to do in a negotiation:

use the time factor to put pressure on the interlocutor;
“pressure” on the interlocutor with deadlines;
seek advantages for themselves by imitation of "misunderstanding", fooling, flattery, etc.

In order for the negotiations to develop successfully, it is necessary immediately after they begin to try to find a common position with the partner. At the start of a negotiation, bring up the undisputed, non-controversial aspects of the subject under discussion. After this phrase, move on to discussing such items that can be agreed on relatively easily. And only after that, stop at the most important issues on the negotiation agenda that require detailed discussion. From the very beginning, take seriously the opinions expressed by the negotiating partner, the rationale for the problem, the requirements, the reservations, the wishes, etc.

In order not to interfere with the development of negotiations, do not focus on differences of opinion if they are not fundamental. You need to speak calmly and control your speech; when you introduce the partner to the relevant problem, characterize the causes of its occurrence and possible consequences, as well as unexplained points in the negotiations. Summarizing what has been said, it should be emphasized that the behavior should correspond to the situations that arise in the negotiations. They are evaluated through visual contact with the interlocutor: negotiators must speak convincingly, but not intrusively.

c) Psychologically expedient and purposeful negotiation.

First of all, you need to pay attention to the arguments related to the problem complex put forward by your partner when presenting his point of view. Don't try to counter your partner's statements with counter statements. Ask him to clarify why he holds the stated point of view. Leaders with experience in negotiation adhere to the following principle: they focus on the subject and at the same time take into account the personal qualities of the partner. Care must be taken to ensure that the partner can calmly state his arguments against the proposal. For all participants in the negotiations, first of all, it is important to “catch” a specific situation, that is, to find out the position of the interlocutor in relation to the subject of negotiations and compare this assessment with their own target orientations. So always be tuned in to "reception." If you carefully listen to your partner, this will create the basis for progress in the negotiations, help you understand, analyze and evaluate the position of the interlocutor. This will avoid unnecessary counter-questions of misunderstanding and will ensure a smooth flow of discussions on the issues raised in the negotiations. If the negotiations reached an impasse, the situation can be corrected.

Consider the problem from the other side. Use counter questions to clarify whether you understood the partner correctly: “If I understand you correctly, you have some doubts about the delivery time ...” Show decisiveness in business and restraint in tone. It may happen that negotiations get bogged down in the discussion of secondary issues, although the parties have not yet reached agreement on the main points. But it is precisely such agreement that is a prerequisite for a successful course of negotiations. In this case, it is necessary to “sort” the (main) results of the negotiations already achieved and, on the basis of this, determine the next points to be discussed.

Negotiation Methods

Variational Method

When preparing for complex negotiations, you need to ask yourself the following questions:

what is the ideal solution to the problem in the complex?
What aspects of the ideal solution can be discarded?
what should be seen as the optimal solution to the problem with a differential approach to the expected consequences, difficulties, obstacles?
what arguments are needed to properly respond to the partner's expected assumption due to the mismatch of interests and their unilateral implementation?
what extreme proposals of the partner should definitely be rejected and with the help of what arguments?

Such reasoning goes beyond a purely alternative consideration of the subject of negotiations. They require a review of the entire subject of activity, vivacity of thinking and realistic assessments.

Integration Method

It is intended to convince the partner of the need to assess the issues of negotiations, taking into account social relationships and the resulting needs for the development of cooperation. The use of this method does not guarantee agreement on the details; it should be used in cases where, for example, a partner ignores social relationships and approaches the implementation of his interests from a narrow departmental position.

Compromise Method

Negotiators should be willing to compromise: in the event of a disagreement between the interests of the partner, an agreement should be reached in stages adhering to the following principle: lean gradually, like the Leaning Tower of Pisa, but do not fall immediately! With a compromise solution, agreement is achieved due to the fact that the partners, after an unsuccessful attempt to agree among themselves, taking into account new considerations, partially deviate from their requirements. They refuse something, put forward new demands.

Table Manipulations aimed at humiliating the opponent.

	Expected effect	Responsiveness
Indicate possible criticism of the opponent's actions by his clients or the public.	Awaken a sense of impending danger, a sense of insecurity.	Express indignation, indignation, be surprised at how the other side could sink to the use of such methods.
Constantly demonstrate perseverance, stubbornness and absolute self-confidence.	Force the opponent to be a petitioner, because he sees that all his methods are unsuccessful.	Be skeptical about the second side, gradually add self-confidence.
Constantly verbally emphasize that the opponent's argument does not stand up to scrutiny.	Awaken a sense of powerlessness, tk. the whole implication is that the other arguments cited in the negotiations will also be punctures.	It is very polite to say that the other side did not quite understand you correctly.
Ask rhetorical questions about the opponent's behavior or argument.	Generates a tendency for the opponent to respond in the way you expect, or not to respond at all, leaving them feeling powerless.	Do not answer questions, you just need to unobtrusively notice that the other side does not formulate the problem quite correctly.
Being "nice and mean" is another way of being friendly and at the same time being constantly resentful.	Generating uncertainty, disorients and frightens the opponent.	With coolness to treat both friendliness and indignation on the part of the opponent. (33)
Play the "joker", show that the opponent's addiction is much stronger than it really is.	By showing absolute self-confidence, to make the opponent doubt himself so much that he would not be able to maintain his position.	Continue to ask critical questions, respond in a defiantly cool manner.

Table 4.2. Manipulations based on the "rules of decency" and "justice"

Manipulation behavior	Expected effect	Responsiveness
Be "friendly", show that you appreciate the opponent.	Due to the norms of etiquette, reciprocal friendliness (even respect).	Either be really friendly (but not respectful at all) or ignore this move.
A "pathetic" request to enter your position.	The tendency to reward you with "generous" and disinterested favors.	Disclaimer.
Create the appearance that you are incompetent to understand the too "complex" position of the opponent.	Awareness of the need to explain some facts, which leads to the fact that more information is disclosed than necessary.	Intentional question about what exactly is not clear.
Pretend to be a business partner, present real problems in the form of minor, side issues.	Awakens the feeling.	Hard to specify.
Posture of "prudence and seriousness" authoritative statements based on "obvious" and "constructive" ideas.	Fear of seeming stupid, frivolous and unconstructive.	State that some of the very important aspects have not yet been taken into account.

REFERENCE

The words of Dale Carnegie can help sales managers in their "fight" with the client in many ways:

If you want to find happiness, stop thinking about gratitude and ingratitude and indulge in the inner joy that self-giving itself brings.
Remember that happiness does not depend on who you are or what you have; it depends solely on what you think.
You will make more friends in two months by being interested in other people than you would make in two years by trying to get other people interested in you.
The only way to win an argument is not to get involved in it.
Act like you're already happy and you'll actually be happier.
The dog is the only animal that does not have to work for its existence.
Only a dog lives without giving anything but love.
If we want to make friends, let's do something that requires our time, energy, selfless feelings, and consideration for others.
But in order to understand and forgive, it is necessary to master the character and develop self-control.
Instead of judging people, let's try to understand them.
Do you feel like smiling? What can you suggest in this case? Two things. First, force yourself to smile. If you are alone, whistle or purr a tune or song. Act as if you were already happy and that will lead you to happiness.
In this world, everyone is looking for happiness, and there is only one way, one sure way, to find it. It is control over your thoughts.
Happiness does not depend on external conditions. It depends on internal conditions.
Draw in your imagination the image of that gifted, worthy and useful person that you would like to be, and the image supported by your thought will hourly and every minute transform you into such a person.
A man without a smile on his face should not open a shop.
In business life and special contacts, the ability to remember the right name is almost as important as in politics.
A person who talks only about himself thinks only about himself.
If you want to be a good conversationalist, be a good listener first.
Remember that the person talking to you is a hundred times more interested in himself, in his desires and problems, than in you and your affairs.
Let people feel their importance and do it sincerely.
Remember that for a person, the sound of his name is the sweetest and most important sound of human speech.
Remember that unfair criticism is often a compliment in disguise. Don't forget that no one hits a dead dog.
Personally, I love strawberries with cream, but for some reason fish prefer worms. That's why when I go fishing, I don't think about what I love, but about what the fish loves.
To flatter means to tell a person exactly what he thinks about himself.
Remember that your interlocutor may be completely wrong. But he doesn't think so... Don't judge him. Every fool can do otherwise. Try to understand it. Only wise, tolerant, extraordinary people try to do it.
There is only one way in the world to win an argument, and that is to avoid it.
Criticism is like a carrier pigeon: it always comes back.
A person's name is the sweetest and most important sound in any language.

Avoiding excessive tension

Here is a good example of whipping up unnecessary irritation - one of the parties emphasizes the word "reasonableness" when it comes to its position and proposals. Such statements as reasonable, constructive, open, sincere, noble, positive, etc., lack persuasiveness, but they contain a hidden meaning that the opponent may not be entirely reasonable and constructive. Therefore, in this matter it is better not to go too far.

It is very important, also, in this situation to use questions. Questions can have a positive effect on relationships because show your interest. If you have to say no to an opponent's offer, it's better to say, "I can't agree with that," rather than saying, "I don't agree with that." "I disagree" contains an element of inflexibility and despotism, which is not in the phrase "I cannot agree."

Threats, intimidation can also cause excessive irritability and resistance. Here is what we can conclude from all this: "Do not frighten with thunder and lightning, just predict the weather." It is also useful to announce in advance what you are going to achieve at the negotiating table:

“I would like to ask one more question…”
“Here I would like to suggest…”
"I have an idea…"

In general, everything that can contribute to the correct and predictable course of events can help to get away from excessive tension. I use the word "excessive" because a certain amount of tension is inherent in the process of negotiation, which indicates that there is no negotiation without tension. We can give the following examples of deadlocks, probing, checking each other, a clear understanding of how things are, in a word, resolving the dilemma of the continuity of the “cooperation - struggle” process.

The only thing that the negotiator should not forget about is the reasons that can lead to a loss of reputation. To lull the opponent's guard, to fool him, to artfully spread the exact information about what the other side wants to achieve, to take advantage of the opponent's "mistakes" - these tactics can be examples of behavior that, no doubt, can easily damage the atmosphere in the negotiations.

In conclusion, a few words about non-verbal behavior. How are you sitting? A little relaxed, but it's always better to be on your guard. Try to portray "collectivist" in the sense of "how can you come to a decision together?" Sometimes the negotiator chooses an exaggeratedly self-confident and independent position. And small skirmishes can make him irritable, impatient, touchy, resulting in a sharp deterioration in relationships.

Reducing tension

In addition to careful choice of words, there are certain points in every negotiation situation that can be used to help maintain and maintain a positive climate.

For example:

if it is possible to demonstrate that you appreciate the opponent, do it;
try to take into account personal needs;
listen to your opponent, respond to his remarks, respect his argument even in cases where you do not agree with it;
demonstrate a sense of humor, be able to look at yourself from the outside and predict the consequences of your behavior;
speak in a more or less confidential manner when discussing personal problems or news;
remind about interdependence, show the opponent that you have common interests with him.

In this regard, some moments before the start of negotiations are very important. Everyone is tense, especially if there is a difficult meeting ahead. A few tips:

no need to immediately lower the place at the negotiating table, first put your briefcase where you would like to sit, then walk around the room;
look for informal contacts, preferably on a personal level, talk about things that are not related to the subject of negotiations - about vacation plans, about previous work;
be in constant motion, try to greet a few people present at the negotiations, exchange a few words with them;
do not forget about your posture both when standing and when sitting, avoid being overly tense and stiff;
avoid being inside large groups in a group of five or more people, most likely two of its members will talk, while others will listen to them, as if on the sidelines, in the shadows.
“Share experiences, create a positive atmosphere” is a good motto to start negotiations.

After negotiations have begun, the following two facts seem to me important:

1. Show interest.

Try to find out the "underground" story. Ask questions. Show that you listened to your opponent with the following remarks: “If I understood you correctly, you meant ...”, “First of all, your ideas are based on ...”, “The most important points of your proposal are ...” Remember that such behavior is not has nothing to do with what we call "being nice and kind." It is in your interest to know and understand your opponent's position.

2. Watch for feelings that are hidden from view.

Even if an agreement is not reached, ordinary conversation promotes freedom and prevents escalation. Operating with real emotional manifestations should not be mistaken for the simulation of emotional states, which is usually used to exert pressure - to pretend to be impatient, look out the window, slam the folder with documents. Simulation of emotional states may have some effect, but only when this technique is considered as a backup.

Summing up the negotiations.

Regardless of whether the negotiations were successful or unsuccessful, their outcome should be discussed. What did we really achieve in the negotiations and what did we not achieve compared to the task set before us? What are the main reasons for achieving these results in the negotiations? What conclusions can be drawn from this for future negotiations? Did we have to make concessions during the negotiations and why?

Summarizing the above, I would like to emphasize once again that the most important prerequisites for successful negotiations are good preparation, concentration on the subject, problem-solving thinking, the desire to develop a common position, taking into account the personal qualities of the partner, realism, respect for the interests, flexibility, etc.

Tatyana Lisitsyna, Business School Development Director, ITC Group

The word strategy itself has ancient Greek roots and means "the art of the commander." In the modern world, the meaning of the word strategy is much broader, but the main meaning can be conveyed briefly, this is the main plan or model of action. When we talk about a negotiation strategy, we mean what we will do to achieve the best result in the negotiations. The choice of strategy directly affects the quality of the result, or its absence. In one case, our negotiation strategy may be aimed at achieving the best result at any cost, in the other case, we may be interested in maintaining the relationship, regardless of the outcome of the negotiations.

win-win- the most common classification of negotiation strategies. She was introduced by the Harvard Negotiation Project specialists Roger Fisher, William Ury and Bruce Patton in the book "The Path to Agreement, or Negotiations Without Defeat". According to the win-win classification, there are four main strategies: win-lose (win-lose), lose-win (lose-win), lose-lose (lose-lose) and win-win (win-win). The definition of the strategy is based on two parameters: the importance of relationships and the importance of the result. Much in common with the win-win classification is the Thomas-Kilman grid, based on the concept of behavior in conflicts, which defines 5 main styles of behavior in conflict: Cooperation, Competition, Compromise, Adaptation and Evasion. Within the framework of the site, we will adhere to a combined approach, combining the win-win classification of Harvard and the styles of behavior in the conflict of Thomas - Kilman:

Negotiation Strategy Rivalry

Win-lose. This strategy is aimed solely at defeating an opponent who is perceived as an adversary. It is used when the result is most important, and the possibility of spoiling relations with the other party does not matter. A competitive negotiator is often ready to use any available means to get the desired agreement, including. The most common situations where the Rivalry strategy is used are one-time sales transactions, such as selling a car: the price is important, not the relationship with the buyer, which will not be continued.

Negotiation strategy

Lose-win (lose-win). Applying the Accommodating strategy in negotiations leads to a tactical "defeat" for your side and a "lose-win" for your opponent. This strategy is used when the relationship is most important, and the result of negotiations, at this stage, can be traded off. For example, you want to enter into a contract with a large company to become one of its contractors. You know that if you get into the cage, even if you sign a small and not profitable contract, you will be able to gradually increase the volume of orders and make good money on this cooperation in the future.

Negotiation strategy

Defeat-defeat (lose-lose). The simplest example of applying a strategy is avoiding negotiation when you are in a weak position. However, situations are possible when one of the negotiators deliberately provokes a mutual loss in the negotiation process. In this case, the initiator of the failure of negotiations is playing his game and it is important for him to disrupt the negotiation process in order to achieve his own interests. He participates in the negotiations, but evades from the conclusion of the agreement. In House of Cards (season 2, episode 5), Frank Underwood (Kevin Spacey) deliberately disrupts negotiations with Chinese representatives in order to set up a friend of the president, billionaire Raymond Tusk, who was extremely interested in the agreement, but could not openly participate in the negotiations. The failure of the negotiations jeopardized the relationship between the president and Raymond, which Frank Underwood sought, considering possible reputational losses after the failure of negotiations, an acceptable price for the deterioration of relations between the president and the billionaire.
The Evasion strategy also manifests itself in situations that are not planned in advance, when two negotiators are at the negotiating table, tuned exclusively to their victory and defeat of the opponent (Rivalry strategy), not ready to make concessions, regardless of the outcome of the negotiations. “If I don’t win, then you won’t see victory either,” the negotiators think, in fact dodging from being able to reach an agreement. The emotions of the opponents turn negotiations into competitions in perseverance and stubbornness, in which there are no winners.

Negotiation strategy Collaboration

Win-win (win-win). When using the strategies described above, the negotiators share the pie - the maximum that is discussed during the negotiations. The Cooperation strategy is aimed at mutual gain in the negotiation process through extensions pie, based on understanding. To describe an example win win solutions, I will give an excerpt from the book “The Path to Agreement, or Negotiations Without Defeat”:

Imagine a situation where two people are arguing in a library. One of them wants to open a window, the other prefers a closed window. They argue how much to open it: leave a gap, open halfway or three-quarters. Neither solution suits both.The librarian enters and asks one of them why he wants to open the window. He replies: "For fresh air." She asks the second why he wants the window closed. “To avoid drafts,” he replies. After a moment's thought, she opens the window in the next room wide, and fresh air enters without a draft.

The parties quarreled in the library, as each was set to Rivalry. One did not want to open the window, the second insisted that the window be opened completely. The opponents were negotiating to share the pie - how much the window would be open. Based on the understanding of the interests of the parties, the librarian used the Collaboration strategy, finding a win-win solution - to open a window in the next room.

Let me give you an example from business. In a crisis, when the dollar grows by more than 50%, the owner of the shopping center is forced to raise rental rates, as he repays the loan taken for the construction of the center in dollars. The store owner has his own difficulties: during the crisis, the flow of customers and the amount of the average check decreased. In such a situation, the payment of rent even at the previous level becomes impossible. What can the parties do? The owner of the shopping center can raise the rate unilaterally and lose the tenant. Or start looking for a new tenant, which will take a lot of time and not the fact that it will bring results, because there is a crisis in the yard. After learning that the rate will not be reduced and that a replacement is being sought, the store owner will begin looking for a new location in the mall where the owners will be more flexible. As a result, both parties will lose: the owner of the shopping center will be without a tenant, the owner of the store will lose some of the regular customers who were comfortable with the location of the store. With all the described scenarios for the development of the situation, the amount of rent for the premises for the year is most likely to be about 25% (3 months out of 12) of the amount that the owner of the premises would have received if the economic situation had not changed. How to increase the pie, or rather the amount that can be paid for renting a room for a year, in a similar situation?

Let's turn to the interests of the parties. The owner of the shopping center wants to get the maximum possible amount, as well as to keep the tenant, because an empty shopping center does not contribute to an increase in the customer flow. The store owner cannot afford to pay more than a certain percentage of the turnover for rent, and is also not interested in losing regular customers due to the store moving. In this case, a win-win solution is to agree on the cost of renting the premises, tied to a percentage of the store's turnover, so that the tenant receives the rent he needs, but with a time shift. Today, the store's turnover allows covering no more than 60% of the rent, in 6 months the turnover will grow and will cover 80%, in a year 120%, in 1.5 years 150%. As soon as the owner of the store, due to increased payments tied to the turnover of the store, covers the cost of rent for the first months of the agreement, the parties will revise the terms of the transaction. Thus, in the future, the owner of the shopping center will be able to receive all the necessary amount (having agreed with the bank on the amount of monthly payments for the period of the crisis), and the owner of the store will maintain an acceptable level of rental costs and save a place in the shopping center.

Won - Won (win-win). Business strategy in the language of a child.

Recently, I have especially often observed that many people do not even know about the existence of the “Win-Win” rule, or as it is also called “win-win”. And putting forward their proposals for cooperation, they fail completely. The most interesting thing is that these people do not understand the true reason for their failure.

So what is this Win-Win business strategy? And how to explain its principle to a child in a simple and understandable language for him?

Three deal options. Won - Won (win - win). Lost - Lost (lose - lose). Won - Lost (win - lose).

Where two parties interact, there is always room for negotiation in order to conclude a deal. This simple principle applies everywhere absolutely. In nature, in business, in everyday life and in general in any sphere of life. Another question is what are the results of these interactions. There are three options: both sides win, both sides lose, there is a winner and a loser.

To make it clearer what is said above, I will give examples. Specially take situations close to the child.

An example of interaction in the field of business.

The first party is the buyer. The boy was given money for his birthday. And he came to the store to fulfill his old dream. He wants to buy a helicopter.

The second side is a toy store. The business owner opened a point of sale (shop) for the purpose of making a profit. The more the store earns from each sold toy, the more money this outlet will bring.

If the boy buys the helicopter, both sides will benefit. The child will fulfill an old dream, and the store will bring profit to the owner in the form of money.
If a boy comes to the store and there is no helicopter he needs, he may get upset and not buy anything. As a result, the store owner is left without profit, and the child is left without his favorite toy. Both sides were on the losing side.
If a boy buys a helicopter and it breaks down after two hours, then there is a situation in which there is a winner and a loser. The store owner made a profit, but the boy spent the money and was left without a toy.
There may be another situation. When the buyer can become a winner, and the store remains a loser. For example, in a store, someone mistakenly put the wrong value on the price tag, which is much lower than the purchase price. The boy bought the helicopter cheaper and got a double benefit: he now has a long-awaited helicopter and some more money has appeared for another toy. And the store was left not only without profit, but also lost some of the money.

From the above example, it is clear that the ideal situation was where both sides benefited. But the most important lesson that a child must understand lies elsewhere. Absolutely any situation can be changed and turned into an ideal one when both sides win.

If the boy came for the helicopter, but he is not there, you can find a lot of solutions to the problem. Order a toy from the seller and come for it after a while. Choose another toy instead of a helicopter, such as an airplane. These are just two solutions that came quickly to mind. If you think carefully, there are other stronger options.

If the situation with the winner and the loser has already happened. Was the toy of poor quality? This means that in order not to lose a client forever, the store can return the money to the child or offer another toy. Selling a toy at a low price? You can tell your parents about this and ask them to pay extra, but it’s better to just correct the price on the price tag and pay off the resulting minus from the next sales of this batch.

To prevent such situations with a loser and a winner, you can come up with methods to control prices on price tags inside the store in advance, you can track the wishes of small customers and replenish stocks with new goods, you can create an algorithm for sellers (What to offer if some toy is not available?). Lots of options. The main thing is to always strive to resolve the situation in which both parties will win. Otherwise, there will be no successful business!

Homework.

The principle of operation of the transaction Won - Won can be found in any area, always and everywhere, at the interface of interaction between at least two different parties. Learn for yourself and teach your child to analyze any such interactions in any area. Always ask yourself how to turn a Lose-Lose and Win-Lose situation into a perfect Win-Win situation. Analyze the reasons that led to the emergence of losers, and how you can eliminate the consequences and prevent their occurrence in the future. This is great practice! If a child learns this simple principle from early childhood, not a single problem in life will turn him off the path of a real Winner!

Periodically, I will replenish in which very often there are vivid examples of such situations. In the next article, we will analyze in detail the conclusion of an ideal deal Won - Won (win-win), using the example of the cartoon Stay tuned!

And do not forget to write in the comments about your personal experience in raising a successful child! Let's share with each other such important materials, which are very few in the public domain on the Internet today!

Good mood and good luck in raising a successful child!

Always yours,

Rimma Kazri.