You can agree on everything!

Preface

I explain the success of the first two editions of the book “You Can Agree on Anything!” because she speaks the language of the transaction. This is the language spoken by professional negotiators all over the world.

In the first edition (1982), I wrote that the topics and issues covered in the book were the subject of the “Anything Can Be Agreeed” seminars. This material is published in book form in order to satisfy the great need among negotiators for self-assessment tests, which I actively used in my seminars. (As you can imagine, it's hard to keep people's attention for six hours with one continuous lecture.)

In the second edition (1989), I removed two chapters and added four new ones - mainly on negotiations with foreign partners in Japan, the United States, the Middle East and the Third World.

In order to include new materials and strategies used in my current workshops, I have significantly shortened the previous version. Seven chapters were discarded, and nine new ones were included in the book.

The structure of the self-assessment tests that precede each chapter remains the same. But now, instead of points (quite arbitrary), the answer you give is assigned a category that classifies it as conditionally analogous behavior of one of four types: Donkey, Sheep, Fox or Owl.

I didn't come up with these analogies; I first came across them in my colleague Bob Lee's report on management policy. However, as far as I know, these types are applied for the first time to the practice of negotiation processes.

They are included in the book for educational purposes. I am convinced that people (and negotiators are a prime example of this) learn much better when the learning process is carried out in an interesting and entertaining way. Each time the choices you make in the tests will help you better understand your behavior - you will be able to identify it as the behavior of a Donkey, a Sheep, a Fox or an Owl (see Appendix 1 "Negotiator's Grid").

The four extensive negotiation scenarios (in Chapters 4, 8, 13, and 19) will test your negotiation skills in a more rigorous (but not overly difficult) way than the questions offered in the self-assessment tests. All four scenarios are taken from my seminar materials. Currently, three thousand negotiators have already worked with these scenarios, and the results of this work are very encouraging.

After you finish reading the book, I want to invite you to try your hand at a short practice exam (Appendix 2). It's more difficult than just reading text or answering questions on tests and scenarios. Take your time with the answers (the exam takes approximately two hours). Try to answer after reading the script carefully and thinking carefully about what you have learned from the previous 26 chapters.

Those of you who would like to have your answers evaluated can send them to the addresses provided in Appendix 2.

By purchasing the third edition of my book, you also get the opportunity to send a letter describing one of the problems that you have encountered in real negotiation practice to the address of my service HELPMAIL. Provided that you have paid postage (including mine!), your first call to the negotiator service HELPMAIL absolutely free!

Just please don't contact the service HELPMAIL on the phone - it was no coincidence that we called her HELPMAIL, that is, “help by mail.” Your impulse will only cause my phone lines to be overloaded and I will not be able to conduct my business as I should. In all other situations, I would be happy to hear from you and offer my advice as a training exercise. Recommendations on how and where to write can be found in Appendix 3.

I am convinced that by adding value to our product, we are doing good business. The thousands of letters I have received over the past fourteen years (since the publication of the first edition) serve as evidence of how popular this type of communication is. The innovations we have proposed in this edition will make this communication more useful and effective.

I invite my readers to a competition. It depends on you whether we will break previous records for the quantity and quality of book reviews - so that as a result you receive a new, more valuable product.

Everything that I wrote and am writing is the result of collective work. Without the enthusiasm that charged me with working with clients, whose negotiation practice gave me inexhaustible material, without the participation of colleagues who were motivated by absolute selflessness, without the support of my family, whose patience is truly inexhaustible, not a single line, not a single word, not even a single punctuation mark would not appear on these pages. Pages that - and I believe this - will become for you a fascinating and useful expedition into one of the most interesting areas of our world: the field of professional negotiations.

As always, this book - like my whole life - is dedicated to Patricia.

SELF-ASSESSMENT TEST #1 TRUE OR FALSE?

Read the following sentence and quickly decide whether you think it is true or false by immediately checking the appropriate box. before that, as you turn the page.

When faced with a difficult opponent, it is better to give up something not too valuable in order to create an atmosphere of goodwill.

Chapter 1 About owls, foxes, sheep and donkeys, or why nineteen thousand negotiators can be wrong

The very first line of a rabbit roast recipe says, “First catch the rabbit.”

There's not much point in doing anything else until you've captured the elusive rabbit (or at least don't count on the fact that you already have one).

Likewise, before you start working on your negotiation behavior, you should identify the level at which you are starting. I've been using this simple question (just one sentence!) for years to separate passionate romantic negotiators from those who are willing to accept the reality and work from there.

By now you should have passed our first test - and preferably without cheating, because already at this stage it can show you how much work you still have to do to become a good negotiator.

So, if you haven't already, go back to Test #1 and complete the challenge now!

The test result may turn out to be a win (congratulations), but don't think that this success (or random luck?) saves you from having to read everything else. In no case. Catching the rabbit is just the first line of the recipe, and there's a lot more to do before you sit down to dinner.

If you pass the first exam, you can continue reading with some confidence in your abilities. If not, you should continue reading in the hope of gaining this confidence.

A disclaimer for my vegetarian readers right away: rabbit stew is a convenient analogy, not a fundamental issue to dwell on. You can take the first line from a carrot soup recipe: “First, pull out a few carrots...” But you will agree that this is a much easier task than catching a rabbit, and therefore a less effective way to emphasize the main idea. (I will immediately state that I also did not want to offend carrot rights defenders.)

In self-esteem tests, it is the immediate response that is most significant, because your instant reaction to the context and situation of real negotiations determines your entire behavior as a negotiator. You simply won’t have time to spend a long time searching for the pitfalls hidden in the question.

Over the past years, about 20 thousand negotiators of different specialties from different countries with different negotiation experience have tried themselves in this test. The bias towards one of the answers was overwhelming. The ratio was approximately 20:1.

Even those who attended other negotiation programs showed the same result in my test - a ratio of 20:1. (At this point I usually suggest that they should ask for their money back.)

So, my opinion: test approval-lie.

At this point during our seminars, puzzled exclamations from those participants who checked the box next to the word “truth” are usually heard. Experience shows that few of them insist on the truth of this statement after they realize what conclusions actually follow from the chain of thoughts that led them to such a conclusion. And, unfortunately, every year there are one or two people who are ready to go to the scaffold rather than accept my arguments.

Translator: Mikhail Vershovsky

Genre: psychology, self-management

Publisher: Alpina Publisher

Russian language

Before you is a real negotiator's bible, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step. The author talks about psychological traps and errors in prioritization, gives examples of catastrophic miscalculations and situations that can still be corrected. While working on the author’s assignments, you will more than once catch yourself trying to solve them at first, guided by the usual “established” methods - and These, as the author convincingly proves, most often lead to defeat. Gavin Kennedy breaks down common stereotypes with absolute ruthlessness, showing how deeply we have long-learned, but unfortunately incorrect, concepts and principles of the negotiation process.

This book will provide invaluable assistance to everyone involved in negotiations: businessmen, sales managers, suppliers, and even representatives of intelligence agencies.

The book is written in lively, colloquial language and will be useful to everyone - even those who take it up without any practical purpose.

annotation

Before you is a real negotiator's bible, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step. The author talks about psychological traps and mistakes in prioritization, gives examples of catastrophic miscalculations and situations that can still be corrected. When working on the author’s assignments, you will more than once catch yourself trying to solve them at first, guided by the usual, “knocked-in” methods - and these, as the author convincingly proves, most often lead to defeat. Gavin Kennedy breaks down common stereotypes with absolute ruthlessness, showing how deeply we have long-learned, but unfortunately incorrect, concepts and principles of the negotiation process.

This book will provide invaluable assistance to everyone involved in negotiations: businessmen, sales managers, suppliers, and even representatives of intelligence agencies. It is written in lively, colloquial language and will be useful to everyone - even those who take it up without any practical purpose.

Gavin Kennedy

YOU CAN AGREE ABOUT EVERYTHING! HOW TO ACHIEVE THE MAXIMUM IN ANY NEGOTIATION

PREFACE

I explain the success of the first two editions of the book “You Can Agree on Anything!” because she speaks the language of the transaction. This is the language spoken by professional negotiators all over the world.

In the first edition (1982), I wrote that the topics and issues covered in the book were the subject of the “Anything Can Be Agreeed” seminars. This material is published in book form in order to satisfy the great need among negotiators for self-assessment tests, which I actively used in my seminars. (As you can imagine, it's hard to keep people's attention for six hours with one continuous lecture.)

In the second edition (1989), I removed two chapters and added four new ones - mainly on negotiations with foreign partners in Japan, the United States, the Middle East and the Third World.

In order to include new materials and strategies used in my current workshops, I have significantly shortened the previous version. Seven chapters were discarded, and nine new ones were included in the book.

The structure of the self-assessment tests that precede each chapter remains the same. But now, instead of points (quite arbitrary), the answer you give is assigned a category that assigns it to conditionally similar behavior of one of four types: Donkey, Sheep, Fox or Owl.

I didn't come up with these analogies; I first came across them in my colleague Bob Lee's report on management policy. However, as far as I know, these types are applied for the first time to the practice of negotiation processes.

They are included in the book for educational purposes. I am convinced that people (and negotiators are a prime example of this) learn much better when the learning process is carried out in an interesting and entertaining way. Each time the choices you make in the tests will help you better understand your behavior - you will be able to identify it as the behavior of a Donkey, a Sheep, a Fox or an Owl (see Appendix 1 "Negotiator's Grid").

The four extensive negotiation scenarios (in Chapters 4, 8, 13, and 19) will test your negotiation skills in a more rigorous (but not overly difficult) way than the questions offered in the self-assessment tests. All four scenarios are taken from my seminar materials. Currently, three thousand negotiators have already worked with these scenarios, and the results of this work are very encouraging.

After you finish reading the book, I want to invite you to try your hand at a short practice exam (Appendix 2). It's more difficult than just reading text or answering questions on tests and scenarios. Take your time with the answers (the exam takes approximately two hours). Try to answer after reading the script carefully and thinking carefully about what you have learned from the previous 26 chapters.

Those of you who would like to have your answers evaluated can send them to the addresses provided in Appendix 2.

By purchasing the third edition of my book, you also get the opportunity to send a letter describing one of the problems that you have encountered in real negotiation practice to the address of my HELPMAIL service. As long as you've paid postage (including mine!), your first call to HELPMAIL's negotiator service is absolutely free!

Just please don’t contact the HELPMAIL service by phone - it’s not by chance that we called it HELPMAIL, that is, “help by mail.” Your impulse will only cause my phone lines to be overloaded and I will not be able to conduct my business as I should. In all other situations, I would be happy to hear from you and offer my advice as a training exercise. Recommendations on how and where to write can be found in Appendix 3.

I am convinced that by adding value to our product, we are doing good business. The thousands of letters I have received over the past fourteen years (since the publication of the first edition) serve as evidence of how popular this type of communication is. The innovations we have proposed in this edition will make this communication more useful and effective.

Gavin Kennedy's book “Anything Can Be Negotiated” has gained enormous popularity. This is a true textbook for anyone who wants to master successful negotiation skills.

The author manages to explain in an accessible form the mistakes that we constantly make when communicating with other people. Even those who thought they knew a lot about negotiations and had the necessary skills can become disappointed in themselves. Gavin Kennedy shows how many things we do not do so simply because we are accustomed to doing it this way, we have programmed ourselves. He offers a non-standard approach to solving problems, making it clear that stereotypical actions lead to mistakes and lack of results.

The author divides all negotiators into 4 types, which he gives the names of animals. All types are described in detail so that the reader can recognize himself at one time or another. Before each chapter, you are asked to take a short test, which is similar in theme to the topic of the chapter. At the end, you can find out the test result and determine which type of negotiator prevails in each of the readers. Thus, reading is not just learning, but also working on mistakes, as well as learning about oneself.

The book “You Can Agree on Anything” will be useful to read for everyone: diplomats, businessmen, managers at all levels, teachers, people in any field of activity. We are constantly faced with the fact that we need to agree on something: from purchasing goods on the market to acquiring ownership of a huge company, from resolving small everyday issues to international negotiations. The simple and understandable language of presentation makes the book easy to understand for any reader; the author gives examples of wrong decisions and gives recommendations for correcting the situation. After studying the book and doing the exercises, many will be able to change their lives for the better, avoiding conflicts and getting what they want, so that everyone is happy.

On our website you can download the book “You Can Agree on Anything” by Kennedy Gavin for free and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy the book in the online store.

You can agree on everything! How to achieve the maximum in any negotiations Gavin Kennedy

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Title: You can agree on anything! How to achieve the maximum in any negotiations
Author: Gavin Kennedy
Year: 1997
Genre: Foreign business literature, Foreign psychology, Personal growth

About the book “You can agree on anything! How to achieve the maximum in any negotiations" Gavin Kennedy

Are you seeking a salary increase, getting a bank loan, selling or buying an apartment/car, trying to get your child to behave? Our whole life is continuous negotiations, and if so, become a professional negotiator! For example, such as Gavin Kennedy. When reality resists your desires, you can get your way through the art of negotiation. A lot in your life depends on your ability to make deals - and sometimes even life itself! What to do when you encounter reluctance to meet you halfway? Pressure on the enemy? Moderate claims? Make concessions? Refuse the deal altogether? Modern tactics and strategy of negotiations include many secrets and tricks. Have time to listen to Kennedy's audiobook before your opponent or competitor listens to it!

On our website about books lifeinbooks.net you can download for free without registration or read online the book “You can agree on anything!” How to achieve the maximum in any negotiations" by Gavin Kennedy in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and real pleasure from reading. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For beginning writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you yourself can try your hand at literary crafts.

Read a book about Gavin Kennedy “You can agree on everything. How to achieve the maximum in any negotiations" . The book will be very useful to anyone whose work requires them to take part in negotiations.

The book is very popular in the world, it was first published 30 years ago, in 1982, then reprinted and supplemented by the author in 1989 and 1997. I received the 5th edition of the book in Russian.

I appreciated not only the content, but also the structure of the presentation of the material:

• First, the author introduces and describes 4 main categories of negotiators: Donkey, Sheep, Fox and Owl
• Each chapter is preceded by a short self-assessment test on situations that are discussed in this chapter, and at the end of the chapter the results of the test are summed up and the answers relate to one of the categories of negotiators
• At the end of the book there is a summary table in which you can summarize all your tests and understand which of the four types of negotiators dominates for you personally.

In the preface to the Russian edition of the book, it is called “a real negotiator’s bible, in which the basic principles of the negotiation process, strategic approaches and tactics are revealed step by step.”I am inclined to agree with this statement and confidently recommend the book for reading to everyone without exception - since we all face negotiations in our lives.

As with other useful books, I made notes in the format of mental maps.

Gavin Kennedy identifies 4 types of negotiators:

• Donkeys. Manifested in ignorance of existing opportunities, as well as ill-conceived, predictable and stubborn resistance
• Sheep. These sayings about them: “Getting something is already good”, “Obediently accept the choices of others, following them like sheep to the slaughter”, “No desire to fight for their interests”, “Prefer to give up rather than anger the other side”
• Foxes: Resourceful, pragmatic, plays on the weak strings of Sheep and Donkeys
• Owls: Wise, they have the intelligence to evaluate long-term benefits. They build strong relationships

The main ideas of the book “You Can Agree on Anything”:

• Common Misconception - When faced with a difficult opponent, it is better to give up something not too valuable in order to create an atmosphere of goodwill. This is completely wrong.
• The worst thing a negotiator can do is agree right away and accept your opponent’s first offer. If you agree immediately, both parties will doubt the correctness of the choice made. But a person is usually satisfied with a deal that required a lot of effort
• Seven “nos” do not lead to one “yes.” To soften the terms you offer before you receive an offer from the other party is Idiocy
• “What if” is the most correct question for a negotiator. Avoid “One Van Contract” like “One RV, $1000, 1 month lease.” Instead of signing such a contract, draw up everything in detail, asking a lot of questions WHAT IF: the car breaks down, it is stolen, the police stop it, an accident occurs due to the fault of….
• The myth of voluntary concessions. Being generous with concessions is the worst thing you can do. If you're already giving in, why would your partner do the same?
• Yukon law. Stand firm in your position. Toughness in negotiations is the ability to make demands and stick to them firmly. If you respond to toughness with toughness (not with rudeness, but with defending your position), then toughness pays off. But a soft reaction to a tough start to negotiations is the worst service a professional can do to himself.
• “IF” is one of the most useful words.
  • Unilateral concessions are harmful
  • Concessions are not negotiations
  • Don't give ANYTHING away for free - this is the foundation of correct behavior in negotiations
  • IF is a way to avoid unilateral concessions. Examples: if you drop 20% from the price, I will place the order immediately, if you pay for the courier, I will send it to you.. today
• There are no firmly established prices in nature. Just like there are no fixed offer packages
  • The majority believes in fixed prices, but you question these prices
  • The main qualities of a successful negotiator: The ability to repel a challenge thrown at his price and the Ability to pose such a challenge to others
  • Stop raising your paws as soon as your value is questioned.
  • Train staff on income and loss. Explain how much a 5-10% discount with terms of reference costs the company. impact on profit margins
  • DO NOT CHANGE THE PRICE - CHANGE THE OFFER PACKAGE.

Abstract in the format of mental maps - mind map.