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Digital Negotiation Library

  • Stress

    Tough negotiations are incredibly stressful. It is therefore very important to learn to recognise and control your own stress level – otherwise the other side may take advantage of you.
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  • Failure

    In negotiations, failure is not an option. So, avoid thinking about it and focus all your energy on finding a solution. If the opposite party’s actions put the negotiation at risk, warn them. If they keep sticking to their position despite your warning, break off negotiations.
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  • RON - Rhythm of Negotiation

    Every negotiation should have a clear roadmap/time plan that you devise before the negotiation. That determines your «Rhythm of Negotiation». Try to define the RON early on and then stick to it to avoid being put under pressure.
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  • Rhetoric

    Using the right words at the right time – this is of major importance in difficult negotiations. Therefore, make sure the other party understands what you are saying at all times. Use the subjunctive mood so you avoid committing too early.
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  • Realmaker

    In most negotiations, there are Dealmakers and Realmakers that influence the outcome. The Realmaker is responsible for implementing the agreement. Sometimes, that can mean the Realmaker is punished for the quick deal that the Dealmaker has negotiated.
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  • Negotiating rationally

    We think rational negotiations are unrealistic. Negotiating means to trade, to offer, to increase demands, take away other demands. It is like a game that requires you to remain flexible.
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  • Positions

    Positions will be presented in every negotiation. However, the motives behind the position is what negotiations are really about. Concentrate all your efforts on the motives.
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  • Opening

    Avoid getting right down to business. Welcome your negotiating partner with a warm-up. After that, you have different alternatives at your disposal: you can put the fish on the table, quiz them for a while or simply sit back and wait for them to make a start.
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