How we change what others think, feel, believe and do |
New Issue
Disciplines > Negotiation > Negotiation tactics > New Issue Description | Example | Discussion | See also
DescriptionBring up a new issue in the middle of the negotiation.
You can later drop the issue as appropriate (perhaps negotiating this for another concession). ExampleI've just had a call from the boss -- he now needs to do this in half the time. I've been looking at the design and I think we'll need an extra safety system. ...You know, I know I added this, but I think we may be able to do without it... DiscussionWhen the other side is struggling to handle the complexities of the negotiation, adding extra things can overload them, thus creating pressure for them to make concessions in order to reduce the pressure. When the other side is having things too easy, a new issue can cause them to pause, breaking the flow of their progress. Adding the issue late into the session will make it less likely that they will respond by pulling out. See alsoQuivering quill, Confusion principle, |
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Site Menu |
| Home | Top | Quick Links | Settings | |
Main sections: | Disciplines | Techniques | Principles | Explanations | Theories | |
Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help | |
More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes | |
Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate | |
| Home | Top | Menu | Quick Links | |
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