Table Of ContentCopyright© 2001 by Roger Dawson
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SECRETS OF POWER NEGOTIATING
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Library of Congress Cataloging-in-Publication Data
Dawson, Roger, 1940-
Secrets of power negotiating : inside secrets from a master negotiator I by
Roger Dawson.--2°d ed.
p. em.
Includes index.
ISBN 1-56414-498-4 (paper)
1. Negotiation in business. I. Title.
HD58.6 .D39 2001
658.4'052--dc21 00-057941
Dedicated to:
My beautiful wife Gisela, wlw brought love back into my life.
And to all the attendees of my seminars, readers of my books and
listeners to my tapes wlw shared their negotiating stories with me.
Contents
Introduction
What is Power Negotiating? 9
Section One
Playing the Power Negotiating Game 11
Beginning Negotiating Gambits:
Chapter 1: Ask for More Than You Expect to Get 13
Chapter 2: Never Say Yes to the First Offer 23
Chapter 3: Flinch at Proposals 29
Chapter 4: Avoid Confrontational Negotiation 33
Chapter 5: The Reluctant Seller and the Reluctant Buyer 37
Chapter 6: Use the Vise Technique 42
Middle Negotiating Gambits:
Chapter 7: Handling the Person Who Has No Authority 47
to Decide
Chapter 8: The DecliningValue of Services 60
Chapter 9: Never Offer to Split the Difference 63
Chapter 10: Handling Impasses 66
Chapter 11: Handling Stalemates 70
Chapter 12: Handling Deadlocks 73
Chapter 13: Always Ask for a Trade-off 76
Ending Negotiating Gambits:
Chapter 14: Good Guy/Bad Guy 80
Chapter 15: Nibbling 86
Chapter 16: How to Taper Concessions 94
Chapter 17: The Withdrawing an Offer Gambit 98
Chapter 18: Positioning for Easy Acceptance 102
Unethical Negotiating Gambits 105
Chapter 19: The Decoy 106
Chapter 20: The Red Herring 110
Chapter 21: Cherry Picking 113
Chapter 22: The Deliberate Mistake 116
Chapter 23: The Default 118
Chapter 24: Escalation 119
Chapter 25: Planted Information 122
Negotiating Principles 124
Chapter 26: Get the Other Side to Commit First 125
Chapter 27: Acting Dumb is Smart 128
Chapter 28: Don't Let the Other Side Write the Contract 130
Chapter 29: Read the Contract Every Time 134
Chapter 30: Funny Money 136
Chapter 31: People Believe What They See in Writing 138
Chapter 32: Concentrate on the Issues 140
Chapter 33: Always Congratulate the Other Side 143
Section Two
Resolving Tough Negotiating Problems 144
Chapter 34: The Art of Mediation 145
Chapter 35: The Art of Arbitration 155
Chapter 36: The Art of Conflict Resolution 161
Section Three
Negotiating Pressure Points 170
Chapter 37: Time Pressure 171
Chapter 38: Information Power 179
Chapter 39: Being Prepared to Walk Away 193
Chapter 40: Take It or Leave It 198
Chapter 41: The Fait Accompli 201
Chapter 42: The Hot Potato 203
Chapter 43: Ultimatums 207
Section Four
Negotiating With Non-Americans 210
Chapter 44: How Americans Negotiate 211
Chapter 45: How to Do Business With Americans: 216
A Guide for Non-Americans
Chapter 46: Negotiating Characteristics of Americans 226
Chapter 47: Negotiating Characteristics ofNon-Americans 230
Section Five
Understanding the Players 242
Chapter 48: The Personal Characteristics 243
of a Power Negotiator
Chapter 49: The Attitudes of a Power Negotiator 247
Chapter 50: The Beliefs of a Power Negotiator 249
Section Six
Developing Power Over the Other Side 252
Chapter 51: Legitimate Power 254
Chapter 52: Reward Power 261
Chapter 53: Coercive Power 264
Chapter 54: Reverent Power 269
Chapter 55: Charismatic Power 275
Chapter 56: Expertise Power 277
Chapter 57: Situation Power 279
Chapter 58: Information Power 281
Chapter 59: Combinations of Power 283
Chapter 60: The Power of Crazy 287
Chapter 61: Other Forms of Power 289
Section Seven
Negotiating Drives 293
Chapter 62: The Competitive Drive 294
Chapter 63: The Solutional Drive 295
Chapter 64: The Personal Drive 297
Chapter 65: The Organizational Drive 298
Chapter 66: The Attitudinal Drive 300
Chapter 67: Win-win Power Negotiating 301
Postscript 306
About the Author 307
Also by Roger Dawson 309
Speeches and Seminars 310
Index 315
Introduction
What is Power Negotiating?
You have probably heard that the objective of a negotiation is to
create a win-win solution. It is a creative way that both you and the
other person can walk away from the negotiating table feeling that
you've won. You may have had this demonstrated to you with the il
lustration of the two people who have only one orange but both want
it.
So they talk about it for a while and decide that the best they can
do is split the orange down the middle and each settle for half of what
they really need. To be sure that it's fair, they decide that one will cut
and the other will choose. As they discuss their underlying needs in
the negotiation, however, they find that one wants the orange to
make juice and the other needs it for the rind because he wants to
bake a cake. They have magically found a way that both of them can
win and neither has to lose.
Oh, sure! That could happen in the real world, but it doesn't hap
pen enough to make the concept meaningful. Let's face it, when you're
sitting down in a negotiation, chances are that the other side is out for
the same thing as you are. There's not going to be a magical win-win
solution. If they're buying, they want the lowest price and you want
the highest price. If they're selling, they want the highest price and
you want the lowest. They want to take money out of your pocket and
put it right into theirs.
Power Negotiating takes a different position. It teaches you how to
win at the negotiating table, but leave the other person feeling that he
or she won. I'll teach you how to do this and do it in such a way that
the other side permanently feels that they won. They don't wake up
the next morning thinking, "Now I know what that person did to me:
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