How can we create value at the negotiating table and reach a mutually beneficial agreement? Here are three tips from Max H. Bazerman of Harvard Business School: Negotiations are an interactive process between two or more negotiators or parties trying to find common ground on issues of common interest where negotiators or parties try to reach a mutually acceptable agreement that is respected by all. Don`t make the mistake of considering such complexity as a responsibility. In fact, it is the opposite. If there are several issues on the negotiating table, you will have the opportunity to develop mutually beneficial compromises with your partner. Through compromises, you can do more than you would have if you had simply made compromises on each problem. By doing so, you increase your chances of reaching a mutually beneficial agreement. When the parties are aware of each other`s interests, they most often discover that the interests they share far outweigh their competing interests and that it is possible to turn their common interests into a Win More! Agreement mutually acceptable through cooperation. The character of the consensual or compulsive relationship, a matter of love or rape or a satisfactory agreement for both parties remained unclear. Don`t make the most common mistake of looking at negotiations first as an exercise in persuading the other side to do what you expect them to do. With this way of thinking, you will focus so much on your conversation points that you will not listen carefully enough to what your opponent has to say.

On the other hand, active listening and setting up many questions will help you gather the information you need to develop a mutually beneficial agreement. Before starting negotiations, it is essential that a negotiator determines what his BATNA would be in the absence of an agreement. Where would the escape point leave a negotiator with regard to the satisfaction of his interests? What is the alternative that would live up to their interests? If a negotiator does not make a clear decision on whether he can move away from the negotiating table and has the options at his disposal if he had to, they will be in a very hurry to reach an agreement. In exchange, they become pessimistic about the consequences of the failure of the negotiations. A strong BATNA allows a negotiator to be firm in negotiations and gives them the power and confidence they need to withdraw from negotiations if a mutually beneficial agreement is not possible. However, sworn communicators are both confident and caring. These communicators are more likely to keep the debate going and facilitate mutually beneficial outcomes. They adopt a strong and constant tone of voice.