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Seek to create value in the negotiation from "summary" of Bargaining for Advantage by G. Richard Shell
The key idea here is that a negotiation is not simply about dividing up a fixed pie. In fact, the best negotiators understand that they have the power to expand the pie and create more value for both parties involved. By focusing on creating value rather than just claiming a larger share for oneself, negotiators can build stronger relationships and achieve better outcomes in the long run. There are several ways to create value in a negotiation. One common approach is to identify and prioritize the interests of both parties, rather than just their positions. By understanding what is truly important to the other side, negotiators can find ways to satisfy those interests while still meeting their own needs. This can lead to creative solutions that benefit both parties and help build trust and goodwill. Another important strategy for creating value is to look for opportunities to trade off different issues or variables. By being flexible and willing to make concessions on certain points, negotiators can often uncover hidden value and reach agreements that are better than either party initially expected. This requires a willingness to listen and collaborate, rather than simply trying to dominate the negotiation. Finally, creating value in a negotiation also involves a mindset of problem-solving rather than confrontation. Instead of viewing the other party as an adversary to be defeated, successful negotiators see them as a partner in a joint effort to find a mutually beneficial solution. This can lead to more constructive dialogue, better communication, and ultimately, more successful outcomes for everyone involved.- The concept of seeking to create value in a negotiation is about looking beyond immediate self-interest and focusing on the bigger picture. By adopting a collaborative and problem-solving approach, negotiators can build stronger relationships, achieve better outcomes, and set the stage for future success.
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