Материал: Business Communication and Correspondence Деловая коммуникация и коммерческая корреспонденция. Меркулова Н.В
5) Pay attention to your own and your counterpartner's body language.
Review the chart below to learn how to interpret body language during the
negotiations. Make sure that you aren't conveying any negative body language.
Language to use to show understanding/agreement on a point:
I agree with you on that point.
That's a fair suggestion.
So what you're saying is that you...
In other words, you feel that...
You have a strong point there.
I think we can both agree that...
I don't see any problem with/harm in that.
Language to use for objection on a point or offer:
I understand where you're coming from; however,...
I'm prepared to compromise, but...
The way I look at it...
The way I see things...
If you look at it from my point of view...
I'm afraid I had something different in mind.
That's not exactly how I look at it.
From my perspective...
I'd have to disagree with you there.
I'm afraid that doesn't work for me.
Is that your best offer?
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Body Language |
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Body Language |
Possible meaning |
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Lying |
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Avoiding Eye Contact |
Not interested |
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Not telling the whole truth |
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Serious Eye Contact |
Trying to intimidate |
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Showing anger |
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Nervousness |
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Touching the face/fidgeting |
Lack of confidence |
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Submission |
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Nodding |
Agreeing |
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Willing to compromise |
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Frustrated |
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Shaking the head/turning away |
In disbelief |
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Disagreeing with a point |
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Coming to a Close or Settlement
There are a number of signals that indicate that negotiations are coming to a close. This may not always mean that an agreement has been reached. In many cases,
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there are many rounds of negotiations. The preliminary round may uncover the major issues, while subsequent rounds may be needed to discuss and resolve them. Here are some signals of talks coming to a close:
A difference of opinion has been significantly reduced
One party suggests signing an agreement.
One or both parties indicate that a period of time to pause and reflect is necessary.
Even if you make the decision to treat your negotiating opponent with honesty and kindness, the other party may not extend you the same respect. Be prepared to stand your ground firmly, yet cordially, especially in the last few minutes of the negotiations. This is the time when manipulative parties may employ certain tactics in order to try to fool you into losing focus or lowering goals and standards. Remember that conflicts are generally resolved in the last few minutes. The theory behind last minute tactics is that one party may be more willing to give in out of fear that all of the concessions or progress made up to that point (perhaps hours or weeks of talks) might be lost. People also get tired or have other commitments that need to be met, such as making an important phone call before another business closes, or picking up children from school. Here are some last minutes tricks that negotiators often use at this time:
Walking out of the room
Offering a short-term bribe
Telling you to take it or leave it
Giving an ultimatum
Abrupt change in tone (used to shock the other party into submission)
Introducing new requests (used at to get you to concede with little thought or consideration)
Stating generalizations without evidence (dropped without significant statistics/proof)
Language to use in closing:
-It sounds like we've found some common ground.
-I'm willing to leave things there if you are.
-Let's leave it this way for now. -I'm willing to work with that.
-I think we both agree to these terms. -I'm satisfied with this decision.
-I think we should get this in writing.
-I'd like to stop and think about this for a little while.
-You've given me a lot to think about/consider.
-Would you be willing to sign a contract right now?
-Let's meet again once we've had some time to think.
Formalize the agreement/negotiation
In most business negotiations it is a good idea to get something down in writing. Even if a decision has not been made, a letter of intent to continue the negotiations is often used. This is a way for each party to guarantee that talks will continue.
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A letter of intent often outlines the major issues that will be discussed in future negoatiations. In some cases a confidentiality agreement is also necessary. This is a promise from both parties to keep information private between discussions.
When an agreement has been decided, a formal contract may be required. On the other hand, depending on the seriousness of the decision, and the level of trust between the two parties, a simple handshake and verbal agreement may be all that is needed. For example, an employer may offer a promotion and an employee may trust that the new salary will be reflected on the next paycheque.
However, even if nothing is put formally in writing, it is wise to send an e-mail or letter that verifies the terms and puts the agreement on record, especially when a specific number is decided on.
QUESTIONS:
1.What are the “golden” rules to successful negotiations?
2.What is the special language used for negotiation?
3.Speak about ways of coming to a close or settlement.
4.Why is it important to formalize the agreement of negotiation?
Negotiatiations Self-Assessment Test
Are the following statements True or False?
1. |
During negotiations, one should treat an opponent with respect and |
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consideration at all times. |
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□ True |
□ False |
2. |
In "competitive" negotiations, the two parties try to establish a common |
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goal. |
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□ True |
□ False |
3. |
Prior to engaging in negotiations it is wise to consider one's own "bottom- |
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line". |
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□ True |
□ False |
4. |
When in salary negotiations, employees should "low-ball" in their opening |
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remarks. |
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□ True |
□ False |
5. |
One key to effective conflict-resolution is to deal with issues rather than |
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personalities. |
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□ True |
□ False |
6. |
It may be possible to detect that a counterpart is lying by observing body |
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language. |
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□ True |
□ False |
7. One should never admit to agreeing with an opponent during the course of |
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negotiations. |
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□ True |
□ False |
8. Аcting as "Mr. Nice Guy" is from last-minute tactics. |
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□ True |
□ False |
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Business Negotiations Assignments
Assignment 1: Team Status Report: prepare to meet with your supervisor to discuss the status of your project. Gather any documents required so that you can provide a recap of the work you have performed during the reporting period, explanations of any deviations from the work plan or project budget, projections for the next reporting periords, including any schedule, budget or resource changes that are being made from the current work plan.
During the meeting, the supervisor may ask any team member to answer any question regarding the project's status. A copy of the team's workplan, current calendar (i.e. adjusted, annotated "actual" events), and meeting records (i.e. minutes) should be available for review.
Assignment 2: Team Roster: prepare a team roster of those who will be initiating a group project over the next six weeks. The team need not finish the project within that period of time, but must be prepared to complete all planning steps by the end of the instructional period. The roster will be evaluated on the basis of complete, accurate contact information for each team member; timeliness in creating a team; suitability of team to project; acceptance documentation for team members not affilitated with the course.
Once membership is established, the team should engage in a social event as well as one or more activities to become better acquainted. One class session will be provided for in-class teams to complete the work and communication style inventory. Team members should download and complete the inventory before arriving in class. Students working with outside teams should have their colleagues complete the forms and bring the full set to class for analysis.
Assignment 3: Project Plan: select a project or on-going job responsibility that involves a collaborative group of individuals undertaking a task of some complexity (e.g. at least three task steps each for three to five individuals over a period of several weeks or months).
Create a chart or project control calendar that includes a) all decision-points, information-transfer points that required communication among or between team members or between team member(s) and the client, resources, or other outside entities, b) an indication of the communication method that will be employed to meet each of these communication needs. Email the result to the instructor.
Assignment 4: Team Charge: prepare and deliver a Memo of Undertanding that summarizes the agreements between the team and its client with a copy to the instructor.
The document will be scored with respect to a clear statement of the team's charge; specific, concretely defined project deliverables; clarity and usefulness of success metrics; interim and final delivery dates; businesslike document form and content, language use, and document tone.
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THEME 3: Meetings in English
Whether you are holding a meeting or attending a meeting, it is imporant that you understand key English phrases and expressions related to meetings. A successful meeting has no surprises. With proper preparation and careful organization, a meeting can run smoothly. The most typical complaint about meetings is that they run too long. Meetings that run longer than necessary can be very costly to a company or business. As the famous business expression says: Time is money. Setting goals and time limits, keeping to the agenda, and knowing how to refocus, are key components of an effective meeting. This may sound simple in your own native language, but it is a little trickier when you or the participants do not speak fluent English. These pages will help you hold or attend a meeting with success.
LECTURE 8: Preparing for a Meeting
1.Calling a Meeting: There are a number of ways that you may call or be called to a meeting. Some meetings are announced by e-mail, and others are posted on bulletin boards. If a meeting is announced at the end of another meeting, it is important to issue a reminder. A reminder can also come in the form of an e-mail or notice. Verbal announcements or reminders should always be backed up by documented ones. The date, location, time, length, and purpose of the meeting should be included. It is also important to indicate exactly who is expected to attend, and who is not. If you are planning on allocating someone to take on a certain role, make personal contact with that person to inform them of his or her duty:
Sample Notice:
MEETING
LOCATION: Room 3
DATE: Friday, May 5th
TIME: 2:00 PM-4:00 P.M.
FOR: Supervisors only
SUBJECT: Tourist Season
ATTENDANCE IS
MANDATORY
Sample E-mail:
To: jane@paristours.com
cc: kana@paristours.com; thomas@paristours.com; nolan@paristours.com From: pierre@paristours.com
Subject: Meeting
Hi Everyone,
We will be having a meeting next Friday from 2:00 PM-4:00 PM in Room 3. All supervisors are expected to attend. The purpose of the meeting is to discuss the upcoming tourist season. As you probably have heard, this
could be our busiest season to date. There are already twenty bus tours booked from Japan, and fifteen walking tours booked from North America.
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