Communicative behavior in an organization

Forms of business communication

CONDUCTING A BUSINESS CONVERSATION

Business conversation is oral contact between people involved in a business relationship. In a modern, narrower interpretation, a business conversation is understood as verbal communication between interlocutors who have the necessary authority from their organizations and firms to establish business relationships, resolve business problems or develop a constructive approach to solving them.

The true significance of this kind of business communication in our society is only beginning to be fully realized now, in connection with the transition of the domestic economy to market relations. Every year more and more enterprising and capable business people appear in the country. At the same time, they clearly do not have enough entrepreneurial experience and, above all, the ability to conduct a successful business conversation, which significantly reduces their business activity. Therefore, it makes sense to consider a business conversation in more detail in order to outline ways to conduct it more rationally.

Business conversations have many advantages that meetings, exchange of written information, and telephone conversations lack. Firstly, they are carried out in close contact, allowing you to focus on one interlocutor or a very limited group of people. Secondly, they involve direct communication. Thirdly, they create conditions for establishing personal relationships, which can subsequently become the basis of informal contacts, that is, they allow the interlocutors to get to know each other better, which facilitates their communication in the future.

A business conversation is the most favorable and often the only opportunity to convince your interlocutor of the validity of your position so that he agrees with it and supports it. Thus, one of the main tasks of a conversation is to convince the interlocutor to accept a specific proposal.

Business conversation performs a number of very important functions. These include:

1) mutual communication of workers from the same business environment;

2) joint search, promotion and prompt development of working ideas and plans;

3) control and coordination of already started business activities;

4) maintaining business contacts;

5) stimulation of business activity.

But not only the purely pragmatic effect of a business conversation is important. During the conversation, you can receive up-to-date business information. It helps expand intellectual capabilities and activate the collective mind of its participants when making important management decisions.

The main stages of a business conversation are: preparatory activities, the beginning of the conversation, informing those present, arguing the proposed provisions and ending the conversation.

Business meeting

Negotiations can be defined by type, participants, topic, purpose, conditions. Usually, commercial negotiations are carried out by heads of enterprises, firms and responsible persons of the state administrative apparatus. An indispensable condition for conducting negotiations of this type is equal legal rights of representatives of different organizations, and the main one is the right to make decisions. This right can be delegated to managers acting as leaders. Commercial negotiations resolve issues of establishing legal relations and coordinating those established. The result of successful negotiations is the signing of a contract by the parties or the elimination of a conflict situation, the settlement of controversial issues. As a rule, one representative of each party participates in such negotiations.

Negotiations devoted to resolving organizational issues, issues of reorganization and restructuring of enterprises (mergers, spin-offs of subsidiaries, participation in modern financial transactions, etc.) represent a different type of negotiations. Such negotiations involve two or more parties, whose representatives may have several representatives in the negotiating groups. The question of the quantitative and qualitative composition of teams is decided in each case separately. An increase in the number of partners, of course, complicates and dynamicizes the course of negotiations, and this, in turn, increases the requirements for the qualifications of the participants in the conversation, both if each of them individually defends the interests of their company, and in the case when a team works. The results of such negotiations are the signing of an agreement on the inclusion or withdrawal of any division (enterprise) from the enterprise, an agreement on the merger of capital into a single authorized capital, and a decision on conducting joint financial transactions.

Along with objective conditions determined by the market situation, state pricing policy, tax policy, investment policy, etc., subjective conditions are of great importance. Subjective conditions are formed by the personal characteristics of the participants in the negotiations. The ability to negotiate is determined by the following qualities of managers:

1) competence in the field of the problems discussed;

2) the ability to soberly assess the situation;

3) psychological competence;

4) the ability to generate new ideas and methods for solving problems;

5) linguistic competence (literacy, ability to use linguistic means in accordance with the goals and context of communication).

So, the speech genre of negotiations is determined by their type, number of participants, topic, purpose, as well as objective and subjective conditions of communication. Moreover, the subjective, human factor plays an important role in a successful negotiation process.

Stages of the negotiation process

The first stage, the preparation stage, largely determines the success of negotiations and their effectiveness. A thorough study of the problem being brought up for discussion presupposes the preparedness of the participants in the dialogue in related areas. For example, negotiations on the distribution of construction contracts require that participants must understand issues of geodesy, soil science, along with special knowledge of building materials, civil engineering work, and the cost of contracts for a particular type of work.

The first stage includes an analysis of the specific situation and the characteristics of the partners with whom negotiations are to be conducted. Using the letter designations of the laws of speech behavior of modern rhetoric, we can say that this stage implements the laws K + A. In this phase of negotiations, speech actions appear in the form of notes, abstracts, expert opinions, reference tables, graphs, etc. All of the listed preparatory materials determine both the tactical system of arguments and the strategic correlation of positions during the conversation.

Negotiation scheme

1) Welcome and introduction to the topic;

2) description of the problem and proposal for the course of negotiations;

3) statement of positions;

4) exchange of opinions;

5) problem solving;

6) completion.

The stage of unfolding negotiations from the point of view of its linguistic design is primarily characterized by the sequence of execution of communicative roles. Mutual exchange of opinions often transforms from dialogue into a kind of alternation of monologues (especially points 2 and 3) and requires participants to have the skill of creating monologues, albeit small ones. Speech in this case also combines the properties of preparedness and spontaneity. When moving from one negotiation point to another, the ratio of preparedness and spontaneity may change. So, for example, points 1, 2 and 3 require careful consideration of the issues and the availability of home preparations. In this case, proposals and positions on individual issues can be formulated in writing.

Negotiation strategies are aimed at achieving a goal that is perceived by the negotiating parties as the main one.

Strategy of mutual concessions and reasonable compromisesused to resolve conflict issues. At the same time, each of the parties sees, and most importantly, understands the strengths and weaknesses of their own and their negotiating partners.

This strategy is most successfully implemented in the form of a joint analysis of the situation:

- Let's look at this problem from the other side...

- We will analyze the schedule and report on the work performed...

- Our positions do not coincide in many ways, however...

Strategy for rapprochement of positions based on combining interests used both when concluding a transaction and when discussing the progress of its implementation. It is important to accurately define interests, separating them from positions. The position is most often specific and clear: the interests behind it may be poorly expressed, subtle and perhaps inconsistent. However, a successful strategy is always an orientation toward bringing positions closer together or changing positions based on a combination of interests.

Negotiating from the position of defending your interests is beneficial even when the other side stubbornly stands in its positions.

The strategy of “hard pressure”, which implies a focus on winning at any cost, and the strategy of protracted negotiations and unfair games, when each side seeks to gain time, find the most vulnerable spot and does not lose hope that its partner will make a mistake, are not preferable. Such strategies, as a rule, lead to a dead end or give an advantage to only one of the parties. While the optimal task of any negotiation process is to satisfy the requests of both parties.

At the end of the negotiations, the parties usually summarize the progress of the discussion of the problem. At this stage of negotiations the technique is usually used summarizing. Summarizing, those. a brief summary of what was said and a brief conclusion, the final outcome of the speech, is very important for negotiators; it is an indispensable element of a successful speech strategy:

- Our positions on the problem under discussion, as I understand it, diverge quite significantly, so we agree to conduct a qualified examination of the object. Having the commission’s conclusion or the survey report in hand, you can continue the conversation.

A summary involves listing the subjects, topics, questions, ideas discussed (At the meeting there was talk about...). In negotiations, summarizing seems to continue paraphrasing and harmoniously combines with it:

- Your main ideas, as I understand it, are...

- To summarize what you said, we can...

The position of the summarizer consolidates communicative leadership in business dialogue. Usually the person summarizing makes his/her proposals for further interaction on the issue under discussion:

Resulting stage negotiations are formalized in the genres of written speech. In accordance with the agreements, it can be presented in two types of documents:

a) agreements containing a program for the development of cooperative relations;

b) protocols.

These documents are signed by the heads of each party and have the status of legal sources. Most often, the result of successfully conducted commercial negotiations is a document formalizing the transaction from a legal point of view - a contract, an agreement.

Related information.

Negotiations are one of the most common and at the same time complex forms of business communication. Often, however, it seems that negotiations are actually about discussing problems face to face. This approach, as practice shows, is unproductive, since it does not take into account the other two stages of the negotiation process, namely: the preparation and implementation of agreements.

The general diagram of the negotiation process is presented in the following figure.

Let us consider sequentially all stages of the negotiation process and the characteristics of each of them.

1. When preparing for negotiations, determine:

1.1.composition of the delegation and its leader.

Attention:

A typical mistake for Russian negotiators is that the number of delegations is too large;

Remember that the delegation must work as a single team.

1.2. Establish a working relationship with the prospective partner: express your interest in participating in negotiations, request (if necessary) additional information (for example, technical documentation).

1.3. Agree with your partner on the organizational aspects of the upcoming negotiations:

Level of negotiations (who is the head of the delegation: the head of the enterprise, his deputy, etc.?);

Venue for negotiations;

Quantitative composition of the delegation (how many people will take part in the negotiations?).

1.4. Give your proposals on the agenda (what issues and in what order you intend to discuss).

2. Leading.

2.1. Seating:

The head of the delegation sits in the center, opposite him is the head of the partner delegation;

To the right of the head is the second person in the delegation, to the left is the translator.

2.2. Requirements for the nature of the conversation:

Calm tone, even if the partner is irritated or aggressive, you must listen carefully to the interlocutor to the end, without interrupting;

5–7 minutes after the start, tea and coffee are served;

After an hour of conversation, tea and coffee are offered again;

At the end of the negotiations (signing of a protocol of intent, contract, agreement), a protocol event (for example, a reception) is organized.

2.3. Negotiation stages:

The first stage is clarification of the interests, positions, goals, etc. of the negotiators. (Attention: no matter how well the preparation is carried out, there are always a number of unclear points).

The second stage is discussion of positions; The main thing at this stage is the argumentation of the proposed solutions.

The third stage is coordination of positions. It is advisable to first agree on the general outlines of the agreement (develop a general formula), then discuss the details. This tactic saves time. However, before following it, you must obtain your partner's consent. At the final stage, the parties begin editing the text.

In negotiations with a stronger partner (a partner who objectively has a stronger position), the following are possible:

· an appeal to continue the relationship with this partner in the future (the presence of long-term agreements), and therefore the partner’s interest in the agreement;

· linking various proposals into a package (being weak on one issue, a negotiator may turn out to be stronger on another. Linking these issues in negotiations allows you to “balance” the strength of the parties);

· appealing to the reputation of a strong partner (an extremely tough position of a strong partner can damage his reputation).

3. Analysis of negotiations after their completion:

· what, what actions contributed to the success (failure) of negotiations;

· what difficulties arose, how these difficulties were overcome;

The negotiation process is a form of participation of a third party (mediator) in resolving a conflict. This process in conflictology is called mediation, and a professional mediator is called a mediator.

The basis for organizing negotiations to resolve the conflict is the following ideas:

1. Mutual trust and the achievement of a fair agreement are more likely if its participants are committed to cooperative interaction, and less likely if the interaction is based on competition;

2. A fair agreement can take place in a situation where the negotiators are not directly interested in mutual well-being, but are confident that the agreement reached will be respected.

3. Agreement is achieved more easily if the magnitude of the conflict is relatively small and the contradictions that arise have not become insurmountable;

4. If communication barriers arise during the process of concluding an agreement, it is necessary to contact a third neutral party (mediator). His help can be expressed in encouraging the parties to overcome the communication barrier;

5. In the case of competitive interaction between negotiators, the mediator’s actions can quickly lead to a fair agreement.

1. Preparatory stage. At this stage, information is collected about the content, causes, participants, possible consequences and resolution options.

2. The stage of starting negotiations. Here there is a mutual exchange of information, when parties to conflicts express their positions and offer options for agreement.

3. Stage of searching for an acceptable solution. At this meeting, options for an agreement are discussed, positions are clarified, and ways to move towards an agreement are worked out.

4. Stage of completion of negotiations. Here the details of the agreement, the deadlines for fulfilling obligations are clarified, and forms of control are established.

The choice of strategy for conducting the negotiation process seems important. It is carried out on the basis of three provisions:

1. The strategy contains the most general guidelines and guidelines for the outcome of negotiations. Therefore, four types of orientation are distinguished (for one-sided gain, for one-sided loss, for mutual gain, for mutual loss). These types of orientation correspond to the main types of strategies: “win-lose”, “lose-win”, “lose-lose”, “win-win”;

2. The choice of one or another strategy among negotiators is based on an analysis of the relationship between their interests, capabilities and means. The analysis is influenced by the following factors:

2.1. Personal qualities of the conflicting person.

2.2. Information about yourself and your opponent.

2.3. Positions of other subjects of social interaction.

3. The choice of one or another strategy in the negotiation process reflects one or another model of behavior in a conflict according to Thomas-Killman (concession, withdrawal, compromise, cooperation, competition).

Along with strategy, the following tactics are widely used in negotiations:

1. "Visible cooperation." This tactic is used in win-lose or lose-lose strategies. In this case, the partner declares his readiness to cooperate and creates the appearance of constructive behavior. At the same time, he constantly finds a reason to avoid accepting the agreement and delays its conclusion in every possible way. Such tactics can be used to gain time and create conditions for decisive action for subsequent victory or mutual destruction;

2. “Partner disorientation.” Can be used in win-lose or lose-lose strategies. Unlike the one previously discussed, she is more active and purposeful. This tactic is characterized by the use of the following techniques:

2.1. Criticism of the partner’s constructive proposals;

2.2. Use of unexpected information;

2.3. Deception;

2.4. Threats;

The main goal here is to force your partner to act in the direction of your own interests;

3. “Provoking feelings of pity in a partner.” This tactic is used in win-lose or lose-lose strategies. The main goal of this tactic is to lull the partner’s vigilance, reduce his activity, and push him to make concessions. Such goals are achieved through the use of the following techniques:

3.1. Pouring out the soul.

3.2. Creating an image of a defenseless, weak person.

3.3. Complaints about suffering, undeserved grievances.

4. Ultimate tactics are used in “win-lose” or “lose-lose” strategies. It comes down to presenting an ultimatum at the very beginning of negotiations.

An ultimatum is a demand made by one of the parties to the conflict to the other in a categorical form, indicating specific deadlines for the fulfillment of these demands and the threat of applying punitive measures in case of refusal.

Along with the techniques of threat, blackmail, demonstration of force, and manipulation, two special techniques are often used in ultimate tactics:

4.1. The method of alternatives consists of inviting your partner to make a choice from two or more unattractive conflict resolution options that equally satisfy your own interests;

4.2. The shutter technique is that the ultimate influence on the partner is exerted by one’s own weakening of control over the situation. The initiator of the ultimatum simulates the creation of a hopeless situation for himself, linking it with severe consequences if the other party does not comply with the demands.

5. The tactic of “squeezing out concessions” is characteristic of the “win-lose” strategy, but it can be used in other strategies. In this case, demands are not presented to the opponent immediately, but gradually. The following psychological techniques are used for this:

5.1. The “closed door” technique boils down to demonstrating refusal to enter into negotiations. This is done if the opponent is interested in the agreement. In this case, he is ready to make concessions in order to attract the opposite side to the negotiations;

5.2. The “pass mode” technique involves putting forward a preliminary concession as a condition for starting negotiations or for their continuation. The concession here plays the role of a pass;

5.3. The “vising” technique is used when an agreement is almost reached, but it does not fully suit the initiator of squeezing out concessions. Then, in order to obtain a new concession, he makes a statement about the limitations of his decision-making powers and the need for additional coordination with a higher authority;

5.4. The "external danger" technique is used to demonstrate willingness to accept an opponent's proposal, but at the same time a statement is made that its implementation is jeopardized due to the intervention of external forces. At the same time, conditions are specified that would exclude this interference. These conditions represent a modified form of concession;

5.5. The technique of “reading hearts” is a trick, the essence of which is to attribute hidden meaning to the opponent’s words. In this way, you can force your opponent to justify what he did not do;

5.6. The “last demand” technique is used at the final stage of lengthy negotiations. The opponent, tired and anticipating the end of the negotiations, is put forward one more (“last”) demand, which is, in essence, a trick and a concession;

6. Maneuvering tactics involve maneuvering reserves of concessions. It is effective in a win-win strategy. Reserves for one's own concessions are created based on an analysis of the balance of interests in the conflict and the balance of forces and means of the warring parties. This reserve is divided by the number of concessions and the sequence and conditions for using each of them are thought out.

Characteristics of strategies of the negotiation process

Strategy type	Strategic Goals	Factors of strategy
"Win- loss"	Winning at the expense of an opponent's loss	Subject of conflict. An inflated image of a conflict situation. Supporting the conflictant in the form of incitement. Conflict personality
"Loss- win"	Avoiding conflict, making concessions to an opponent	Subject of conflict. An understated image of a conflict situation. Intimidation. Low willpower;
"Loss- loss"	Self-sacrifice for the sake of losing an opponent	Subject of conflict. Inadequate image of a conflict situation. Personality of the conflicter. Lack of vision for conflict resolution options.
"Win- win"	Reaching a mutually beneficial agreement	Subject of conflict. An adequate image of a conflict situation. Favorable psychological conditions for constructive conflict resolution

Conclusion on the second question:

Negotiations are a process of purposeful and results-oriented business communication. They are held mainly in order to, through a mutual exchange of views, reach an agreement that meets the interests of both parties and obtain results that would suit all participants in the negotiations.

Scheme of negotiations: greeting and introduction to the topic of negotiations; characteristics of the topic and proposals for the progress of negotiations; presenting the positions of the parties, conducting dialogue; solution to the problem; completion of negotiations and preparation of the final document.

For negotiations to develop successfully, it is necessary to immediately try to find a common position with your partner immediately after they begin. You should start with the most important aspects of the subject of discussion, trying to reach agreement on fundamental issues, and only then move on to the details, using various strategies of the negotiation process.

TEST

From each pair of statements, choose the one that most matches your behavior. When answering, no pair should be skipped, nor should both statements be selected.

I love to act.

I work to solve problems in a systematic way.

I believe that working in teams is more effective than working individually.

I really like the various innovations.

I'm more interested in the future than the past.

I really love working with people.

I love taking part in well-organized meetings.

Deadlines are very important to me.

I am against delays and delays.

I believe that new ideas must be tested before they are put into practice.

I really enjoy interacting with other people, which stimulates and inspires me.

I always try to look for new opportunities.

I myself like to set goals and plans.

If I start something, I finish it to the end.

I usually try to understand the emotional reactions of others.

I create problems for other people.

I hope to get others' reactions to my behavior.

I find that taking a step-by-step approach is very effective.

I think I can understand the behavior and thoughts of others well.

I love creative problem solving.

I make plans for the future all the time.

I am sensitive to the needs of others.

Good planning is the key to success.

Too detailed analysis irritates me.

I remain calm when pressure is put on me.

I really appreciate the experience.

I listen to the opinions of others.

They say I think fast.

Collaboration is the key word for me.

I use logical methods to analyze alternatives.

I love it when I have different projects going on at the same time.

I constantly ask myself questions.

By doing something, I thereby learn.

I believe that I am guided by reason and not emotion.

I can predict how others will behave in a given situation.

I don't like to go into details.

Analysis should always precede action.

I am able to assess the climate in a group.

I have a tendency to not finish things I start.

I perceive myself as a determined person.

I look for things that challenge me.

I base my actions on observations and facts.

I can express my feelings openly.

I love formulating and defining the contours of new projects.

I perceive myself as a person capable of intensifying and organizing the activities of others.

I don't like to deal with several issues at the same time.

I love achieving my goals.

I like to learn things about other people.

I love diversity.

The facts speak for themselves.

I use my imagination as much as possible.

Long, painstaking work irritates me.

My brain never stops working.

An important decision is preceded by preparatory work.

I deeply believe that people need each other to get the job done.

I usually make a decision without thinking too much.

Emotions only create problems.

I like to be the same as others.

I can't quickly add two to two.

I try my new ideas on people.

I believe in the scientific approach.

I love it when it's done.

Good relationships are essential.

I'm impulsive.

I am okay with differences in people.

Communication with other people is significant in itself.

I love to be intellectually stimulated.

I love organizing things.

I often jump from one thing to another.

Communicating and working with others is a creative process.

Self-actualization is extremely important to me.

I really like playing with ideas.

I don't like wasting time.

I love doing what I can do.

By interacting with others, I learn.

Abstractions are interesting to me.

I like the details.

I like to briefly summarize before coming to any conclusion.

I'm quite confident in myself.

In the table below, circle the numbers to which you answered yes and calculate the number of points you scored for each of the four styles. In this case, one positive answer is equal to one point. The maximum number of points for each style can be 20. The sum of points for four styles must be equal to 40.

Description of styles.

Style 1– the focus is on actions (action orientation). People of this style are characterized by discussion of: results, specific issues, behavior, productivity, effectiveness, progress, responsibility, confirmation, experience, obstacles, achievements, changes, decisions. These people are: pragmatic, straightforward, often excited, decisive, fast, energetic.

Style 2– the focus is on the process (process orientation). People of this style typically discuss: facts, procedural issues, planning, organizing, controlling, checking, testing, analysis, observations, evidence, details. These people are: focused on systematicity, consistency, cause-and-effect relationships, honest, verbose, little emotional, vain and methodical.

Style 3– the focus is on human relationships (people orientation). People in this style tend to discuss: people in general, human needs, human motives, teamwork, communication issues, feelings, understanding, self-development, sensitivity, awareness, cooperation, beliefs, values, expectations and relationships. These people are: spontaneous, empathetic, warm, emotional and sensitive.

Style 4– the focus is on people’s problems (people orientation). People of this style are characterized by discussion of: concepts, innovations, creativity, possibilities, probabilities, big plans, various issues, new ways and methods, improvements, problems, potential, alternatives. These people are: imaginative, charismatic, sometimes difficult to understand, self-centered, little realistic, creative, full of ideas, have a stimulating influence on others.

If your partner belongs to the representatives of the first communication style, first of all:

– focus on results, i.e. formulate a conclusion immediately after presenting your position;

– formulate your proposals without offering too many alternatives;

– be as brief as possible;

– emphasize the focus of your proposals;

– use visual aids.

If your partner belongs to the second style:

– when communicating, be precise and based on facts;

– use a logical order in your speech;

– find out the background of the issue and its current state;

– when offering alternatives, indicate the positive and negative consequences of their adoption;

– don’t rush your partner;

– organize your sentences.

If your partner belongs to the third style:

– when communicating, precede business relations with a small conversation;

– emphasize the connection between your proposals and the interests of your partner;

– when writing business correspondence, use an informal style.

If your partner belongs to the fourth style:

– when communicating, allow sufficient time for discussions;

– don’t be annoyed if your partner beats around the bush instead of discussing problems;

– emphasize the uniqueness of your idea or topic;

– in your written appeal, at the very beginning, try to highlight the key concepts that underlie your proposals;

– start with general sentences, and then move on to specifics.

Analysis of results and implementation of agreements

The final stage of the official part of the negotiations is to analyze the results achieved and focus on the implementation of bilateral agreements. The parties jointly develop agreement options and clarify details.

Finding objective criteria for analyzing the results will help determine the fairness of the solution found. Such criteria may include average market prices for a given product; time spent on delivery of goods; technical limitations.

The signing of an agreement does not always indicate the success of negotiations, nor does the absence of an agreement. After completing the negotiation cycle, it is necessary to correlate how the results obtained affect your interests, as well as how the agreements are respected. After the end of the negotiations, interaction between the parties continues. The actions of both parties towards each other are an indicator of the effectiveness of the negotiation process.

Successful meetings or sessions can both inform and motivate those present. In order to analyze the behavior of a meeting or session, you can use the following questions:

– What were the goals?

– How did communication go through them?

– Have they been achieved?

– How was the meeting managed?

– What are the best and worst aspects of the meeting?

– How did you feel before, during and after the meeting?

Finally, test yourself to see if you can negotiate by answering “yes” and “no” to the test questions.

Are you surprised by the reactions of people you meet for the first time?

Do you have a habit of finishing sentences for others?

Do you often complain about not having enough money to finish your work?

Do you object when opinions that you share are criticized?

Can you predict what you will do over the next few months?

Do you express a point of view in a meeting where you do not know the participants?

Do you agree with the phrase that in negotiations there is always a winner and a loser?

Do your colleagues consider you stubborn?

Do you think that in order to achieve success in negotiations, you need to start with big demands?

Do you know how to hide a bad mood?

Do you resort to point-by-point responses when responding to criticism directed at you?

Do you change one type of activity for another?

Does the position you occupy match your desires?

Do you exploit the weaknesses of others to achieve your goals?

Do you easily find arguments to persuade your partners to your point of view?

Do you prepare thoroughly for negotiations?

For each answer that matches the key, one point is awarded.

From 0 to 5 points. Negotiating is not your thing. Your best bet is to do your job and act as a consultant or negotiator, but it is up to someone else to lead the process and make the decisions.

From 6 to 11 points. You know how to negotiate well. But you can damage the progress of the negotiations by showing your authoritative traits at the wrong moment.

From 12 to 16 points. You feel like a “fish in water” in negotiations. But be careful, people who are close to you may envy your ease in establishing business contacts.

Types of techniques and their features

Banquet-cocktail

It lasts 1-2 hours and is organized in the afternoon. Participants are offered snacks placed on dishes and drinks in glasses on a tray. The cocktail table is served without plates and forks. Instead of forks, use wooden or plastic chopsticks and special skewers. After one-time consumption they are removed. It is allowed to use small forks, with which you take small sandwiches and fruits for cocktails. You can place vases with paper napkins on the cocktail table. The tables are covered with tablecloths, and wine glasses, glasses, and glasses are placed on them in groups depending on the range of drinks offered. A few minutes before the start of the banquet, bottles of drinks are uncorked and simple cocktails are prepared. The dishes are filled with drinks to 2/3 of the volume and placed on the table or tray. Drinks in taller containers are placed in the center, and in lower containers - along the edges. At a cocktail banquet, juices, fruit drinks, mineral or fruit sparkling waters can be served chilled or with ice. Snacks should be large enough to fit right into your mouth. It is best to serve small sandwiches of various shapes (triangular, square, round), prepared with various products. Tartlets, baskets with snacks and stuffed eggs look impressive. Hot snacks (cutlets, sausages, fish in dough) should be small in size.

It should be considered whether those invited will serve themselves or whether snacks and drinks will be served by waiters. It is recommended to serve non-alcoholic drinks first. After 10-15 minutes, snacks and alcoholic drinks are served. Snacks on dishes are placed in rows to make them easy to take. You can stick a skewer into each product or place an additional glass of skewers on the dish. The tray with drinks should be held in the left hand at elbow level; You can pick up used dishes with your right hand as needed. The tray is periodically replenished with filled glasses or a new one is taken. Since the banquet is a cocktail party, you should provide dishes for preparing cocktails in advance. You may need a small hand-held juicer, a shaker (a container for shaking cocktails by hand), a measuring cup, a long-handled spoon, ice tongs, a tray, and glasses or cocktail glasses.

Banquet-tea

I would like to note that no matter how prosaically we treat this drink, tea contains more vitamin C than lemon juice and more than 100 different valuable substances that are very important for the body. Banquet tea is also held in the second half for about two hours. The table is covered with a colored tablecloth and the same napkins. It is possible to use napkins of a contrasting color, but it is necessary that they match the color of the tablecloth. For a tea banquet you need dessert and fruit cutlery, conical or cylindrical glasses for juices, glasses, wine glasses, tea cups, sugar bowls, sugar tongs, lemon trays, lemon forks, jam sockets, vases for fruit and confectionery, cutlery for unfolding. Recommended to serve: ice cream, soufflé, creams, mousses, jam, candies, chocolate, pastries, pies, muffins, cookies, biscuits, berries, fruits.

Strong drinks include liqueur or cognac. Sometimes I include snacks on the banquet menu. In this case, appetizer plates and cutlery are placed on the banquet table first, followed by dessert plates and cutlery. Sweet dishes are served first, followed by soft drinks.

A tea or coffee table is organized from 17.00 to 19.00. The table is covered with colored tablecloths and colored napkins are placed. They serve small sandwiches, biscuits, muffins, cookies, sweets, fruits and berries, and cakes. You can place boxes of chocolates, cream and ice cream, and lemon on the table. It is recommended to serve juices and mineral water at the coffee table; for tea - omelettes.

Buffet

The table is covered with a wide tablecloth that hangs almost to the floor. Cold appetizers, bread, various salads, confectionery, juices, mineral water, and soft drinks are placed in the middle of the table. Along the edges of the table, glasses for drinks are placed in rows or triangles, and snack plates are placed in stacks. Knives and forks can be arranged in a pattern on the table. For each guest, two or three plates, two sets of knives and forks, and one teaspoon are provided. Napkins are placed in several places. The table is decorated with flowers, which are placed in long vases. From such a table, guests take their own plate, cutlery and choose food. If the room and the allotted time allow, you can place several small ones next to a large table for 4-5 people and cover them with a tablecloth of the same color as on the main table. Napkins and flowers in small vases are placed on small tables.

Banquet buffet

One of the most democratic types of banquets. Translated from French, “buffet” means “on a fork.” Each of the guests moves freely around the hall, chooses drinks and dishes, using only a fork. Everyone can leave the banquet at any time convenient for them. Only fork-sized appetizers are offered. The tablecloth covering the table should go down on all sides so as not to reach the floor 5-10 cm. It is advisable that the height of the table be slightly higher than usual since people eat standing at it. In addition to the main one, you can put several additional tables on which napkins are placed. You can eat and drink near these tables, as well as place used dishes. The table is set with glasses for soft drinks and juices, which are placed in rows or triangles. They use appetizer and dessert plates, which are placed in stacks along the edges of the table. Snack bars are stacked in stacks of 10 pieces, dessert bars are stacked in stacks of 6 pieces. Napkins folded with a roller, 5 pieces per stack, are placed next to the plate. To the right of the snack plates there are several snack knives with the blade facing the plate. To the left of the plates, snack forks are placed according to the number of plates that are placed on the edge, with the concave side facing the plates. To the right of the dessert plates are several fruit knives, and to the left are fruit forks.

Vases with fruits and flowers are placed on the table. Cold appetizers are placed in the middle of the table. The edge of the table should be clear of dishes and cutlery so that a plate can be placed. Since guests eat while standing, all snacks are served in the form of small pieces that can be easily picked up on a fork. After cold appetizers, you can serve hot sausages or small cutlets. Dessert and coffee are served last. The buffet banquet menu should include from 12 to 16 cold appetizers, 2-3 types of hot appetizers, 1 dessert course and coffee (or tea). A table with trays for used dishes is placed nearby.

The invitee should remember that when approaching the table with a stack of snack plates, he should take the top one, then take the snack fork and place it on his plate, holding it with the thumb of his left hand. After this, you can put a piece of bread on the edge of the plate and move to the right (or left) along the table, freeing up space near the stack of plates for another guest to choose an appetizer. You need to transfer the snack to your plate using the device that is on the dish with this snack, not forgetting to put the device back in place. It is not recommended to pack a lot of snacks at once. It is better to start with fish and vegetables, and then after placing the used plate and utensils on the dirty dishes tray, take a clean plate and utensils and place the meat snacks on them. The waiters bring hot appetizers on trays, as does dessert, which is served 10-15 minutes after the hot appetizers. After the dessert has been eaten, and the bowl and spoon should be placed on the tray with the used utensils, you can go up and take a glass of champagne. After champagne, they offer coffee, poured into coffee cups, followed by cognac, poured into cognac glasses. This concludes the buffet banquet.

Cutlery is held with fingers, not fists. Don't wave or point your knife to make a point in a conversation.

Never chew with your mouth open, no matter how badly you feel like adding your brilliant remark at the time. And don't swallow quickly to start talking.

Don't slam the napkin to unfold it or wave it around. If necessary, apply the napkin gracefully to your lips.

Quickly swallowing food is harmful to health and looks unsightly from the outside. People dining together should start and finish their meals at the same time. If you see that you are falling behind others, try to even out the situation. If you've almost finished your main course while others are just starting, slow down. There should be nothing on the table except food. Bags and briefcases are placed on the floor. If you need any documents, keep them on your lap, not on the table.

If someone leaves the table, do not ask where he is going. Don't complain to your table neighbor about the quality of food and service.

Don't dip the bread into the plate. Pass dishes from left to right. Cut a piece large enough to fit into your mouth. Do not blow on the liquid to cool it. Don't try to pull something stuck in your teeth out and don't try to "make faces" when trying to get it out with your tongue. Don't leave lipstick marks on your glass.

When the bacon is crispy, you can eat it with your hands. Cutlery is used when the bacon is not crispy.

All berries can be eaten with a spoon, except when they are served with a sprig. In this case, it is better to take a twig and bite off one berry at a time. Spread the caviar on toast with a knife and eat the toast with your hands. Poultry is eaten with a knife and fork. If oranges and tangerines are served whole, they should be peeled with a knife and eaten in slices. If served sliced ​​on a plate, use a fork.

Peaches should be cut in half with a knife and then into quarters and eaten with a fork. Pineapple is eaten with a spoon when it is served in mugs. And with a fork when it is cut into small pieces.

Shrimp cocktail should be eaten with a seafood fork. When a dessert is served with both a fork and a spoon, the spoon is used for eating and the fork is used for putting on the spoon. Cake and brownies only require a fork, while ice cream and pudding only require a spoon. Coffee signals the end of a formal dinner. Do not add excessive amounts of cream and sugar to coffee. Leave your habits for home. Do not stir too vigorously by hitting the spoon against the cup. Don't blow on the coffee, no matter how hot it is. Let it cool a little. Do not leave the spoon in the cup, but place it on the saucer. Do not put the spoon in your mouth.

Continental and American styles of handling cutlery. You need to consistently adhere to either one or the other. In the American style, the knife is used only for cutting. The fork is held in the left hand to hold the object to be cut. The knife is then placed on the edge of the plate, and the fork is transferred to the right hand to put food into the mouth. When eating, the tines of the fork point upward. The left hand is on the knees.

In the continental style, nothing is rearranged. The knife remains in the right hand and the fork in the left. After the food is cut, the knife is used to push it onto the fork.

Checklist

STAGES OF THE NEGOTIATION PROCESS AND THEIR FEATURES

Final checklist

A BRIEF GUIDE TO ORGANIZING AND CONDUCTING NEGOTIATIONS

INTRODUCTION

It can hardly be considered correct for a situation where the same person behaves fundamentally differently in a business and home environment. You must be correct in relationships, attentive and polite with people always and everywhere. The above does not exclude, for example, a certain firmness and organizational skills in relationships with loved ones, as well as a sensitive attitude to the personal problems of work colleagues.

There is a well-known ancient wisdom: “treat others the way you want to be treated.” A further description of the norms and rules of business ethics reveals the essence of the above statement, i.e., in other words, it answers the question: what kind of attitude do we want towards ourselves?

There is hardly any doubt that the attitude of others towards a specific person (and vice versa) in the process of professional activity is a continuation of the relationships that develop in public life as a whole. We naturally transfer the desired manifestations of the attitude of others towards ourselves in everyday life into the sphere of business relations. Accordingly, people around us expect us to know the rules of behavior and the ability to put them into practice.

The relationship between ethics in a broad sense and business ethics can be traced through the logical sequence of individual problems of people's perception of each other. A favorable basis for acquaintance and for further relationships is largely laid in the first moments of the meeting. A significant role in this is played by a person’s appearance, its suitability to the situation, which demonstrates a respectful attitude towards others. An important role in this case is played by such a seemingly trivial detail as the ethics of greeting, shaking hands and introducing a person to a person. These initial nuances of relationships are important in both everyday and business life.

MAIN STAGES OF NEGOTIATIONS.

Negotiations are an exchange of opinions to achieve some goal. In business life, we often enter into negotiations: when applying for a job, when discussing with business partners the terms of a business agreement, the terms of purchase and sale of goods, when concluding a lease agreement for premises, etc. Negotiations between business partners take place under equal conditions, but negotiations between a subordinate and management or the director of an organization with representatives of the tax inspectorate take place under unequal conditions.

Negotiations consist of three main stages: preparation of negotiations, negotiation process and reaching agreement. Here is a brief description of the stages and phases of business negotiations:

1. Preparation of negotiations:

1.1. Choosing Negotiation Tools

1.2. Establishing contact between the parties

1.3. Collection and analysis of information necessary for negotiations

1.4. Development of a negotiation plan

1.5. Formation of an atmosphere of mutual trust.

2. Negotiation process:

2.1. Beginning of the negotiation process

2.2. Identifying controversial issues and setting the agenda

2.3. Revealing the deepest interests of the parties

2.4. Development of proposal options for agreement.

3. Reaching agreement:

3.1. Identifying options for agreement

3.2. Final discussion of solution options

3.3. Reaching formal agreement.

Each stage of negotiations consists of several stages.

1. The preparation stage of negotiations involves the implementation of the following stages.

Stage 1.1. Choosing Negotiation Tools

At this stage, a set of different approaches or negotiation procedures and the means that will be used in their implementation are identified; mediators, arbitration, court, etc. are identified to help solve the problem; an approach is chosen for both parties.

Stage 1.2. Establishing contact between the parties. At this stage:

Contact is established by telephone, fax, email;

There is a desire to enter into negotiations and coordinate approaches to the problem;

Relationships are established that are characterized by mutual agreement, trust, respect, often mutual sympathy, being on the same wavelength, and negotiation interaction develops;

Agree on the mandatory nature of the negotiation procedure;

They agree to involve all interested parties in the negotiations.

Stage 1.3. Collection and analysis of information necessary for negotiations. At this stage:

Relevant information about people and substance relevant to the subject of negotiations is identified, collected and analyzed;

The accuracy of the data is checked;

The likelihood of the negative impact of unreliable or inaccessible data is minimized;

The main interests of all parties participating in the negotiations are identified.

Stage 1.4. Development of a negotiation plan. At this stage:

The strategy and tactics that can lead the parties to an agreement are determined;

Tactics are identified that are appropriate to the situation and the specifics of the controversial issues that will be discussed.

Stage 1.5. Formation of an atmosphere of mutual trust. At this stage:

Psychological preparation is being carried out for participation in negotiations on the main controversial issues;

Conditions are prepared for the perception and understanding of information and the effect of stereotypes is minimized;

An atmosphere of recognition by the parties of the legitimacy of controversial issues is being formed;

An atmosphere of trust and effective communication is created.

2. The negotiation process stage includes the following steps.

Stage 2.1. - this is the beginning of the negotiation process - here:

Negotiators are introduced;

The parties exchange opinions, demonstrate good will to listen, share ideas, openly present considerations, and a desire to reach an agreement in a peaceful environment;

A general line of behavior is being developed;

Mutual expectations from negotiations are clarified;

The positions of the parties are formed.

Stage 2.2. Identification of controversial issues and formulation of the agenda. At this stage:

the area of ​​negotiations relevant to the interests of the parties is identified;

Controversial issues to be discussed are identified;

Controversial issues are formulated;

The parties strive to develop an agreement on controversial issues;

Discussion begins with such controversial issues, disagreements on which are less serious, and the likelihood of agreement is high;

Techniques of active listening to controversial issues are used to obtain additional information.

Stage 2.3. Disclosure of the deep interests of the parties. At this stage:

Controversial issues are studied one at a time, and then in combination, in order to identify the interests, needs and fundamental relations of the negotiations of the negotiators;

The negotiators disclose their interests to each other in detail so that they are perceived by everyone as closely as their own.

Stage 2.4. Development of proposal options for agreement. At this stage:

Participants strive to choose an acceptable option from the existing assumptions for an agreement, or to formulate new options;

A review of the needs of all parties is made, which ties together all the controversial issues;

Criteria are developed or existing rules are proposed to guide the negotiation of the agreement;

The principles for the agreement are formulated;

Controversial issues are resolved sequentially: first, the most complex ones are divided into smaller ones, to which it is easier to give an answer acceptable to the parties;

Options for solutions are selected both from proposals submitted by the parties individually, and from those that were developed in the process of general discussion.

3. The consensus stage includes the following stages.

Stage 3.1. Identifying options for agreement. At this stage:

A detailed consideration of the interests of both parties is carried out;

A connection is established between interests and available options for solving the problem;

The effectiveness of the selected solution options is assessed.

Stage 3.2. Final discussion of solution options. At this stage:

Select one of the available options; through concessions by the parties, the parties move towards each other;

A more perfect option is formed based on the selected one;

The process of formulating the final decision takes place;

The parties are working on a procedure to reach a basic agreement.

Stage 3.3. Reaching formal agreement. At this stage:

Agreement is reached, which can be presented in the form of a legal document (agreement, contract);

The process of fulfilling the agreement (contract) is discussed;

Possible ways to overcome possible obstacles during the implementation of the agreement (contract) are being developed;

A procedure for monitoring its implementation is provided;

The agreement is given a formalized character and mechanisms of coercion and obligations are developed: guarantees of implementation, fairness and impartiality of control.

RULES FOR NEGOTIATION TECHNIQUES.

Statements that belittle the partner’s personality should be avoided; social etiquette, politeness and cultural attitude should be used. In extreme form, it is better to interrupt negotiations (do not make negative assessments).

The effectiveness of dialogue is significantly reduced by statements that flow from the thoughts of the listener himself, without affecting the thoughts or feelings expressed by the interlocutor. What the partner says is not taken into account, his statements are neglected (do not ignore the opinion of the interlocutor).

The interlocutor asks his partner question after question, clearly trying to find out something without explaining his goals to him. Determine with him the goals and objectives of the negotiations or announce a break for consultation with management (do not allow simple questions).

During the conversation, the interlocutor inserts statements, trying to direct the course of negotiations in the direction he wants (do not make comments during the conversation).

The interlocutor wants to talk in more detail about something that has already been said, which he misunderstood or seems controversial to him. If you incorrectly defined what is main, the speaker has the opportunity to correct you (clarifications are allowed).

Paraphrasing, conveying what the partner said in his own words in an abbreviated form, highlighting what seemed most important to the interlocutor. Paraphrasing may involve a new emphasis, generalization, or repetition of only those words of the partner that contain the main contradiction or main idea (do not allow paraphrasing).

The interlocutor tries to draw a logical consequence from the partner’s statements, but only within the framework that he asked. Otherwise it turns into being ignored. Developing your partner’s thought, you can add what your partner was ready to say, but did not say. You can draw a conclusion from your partner’s words, clarify what he meant (further development of thoughts).

Telling your partner about your emotional reaction to their message or about your state in a given situation goes well with the technique of paraphrasing (do not admit your emotional state).

A message about how his state is currently perceived goes well with the paraphrasing technique (do not describe the partner’s emotional state).

Summing up interim results is appropriate after a particularly lengthy response from your partner (choose the right moment for the interim results).

In conclusion, here are the rules that help convince your negotiating partner:

The order of the arguments presented affects their persuasiveness. The most convincing order of arguments is: strong - medium strength - the strongest (trump card).

To get a positive decision on an issue that is important to you, put it in third place, prefacing it with two short, simple, pleasant questions for the interlocutor, which he can easily answer.

For the most successful negotiations, you should:

· Do not drive your partner into a corner. Give him the opportunity to “save face.”

· The persuasiveness of arguments largely depends on the image and status of the persuader.

· Don’t drive yourself into a corner, don’t lower your status.

· Do not belittle your partner's status.

· We treat the arguments of a pleasant partner with condescension, and we treat the arguments of an unpleasant partner with prejudice.

· If you want to change your mind, you should start not with the issues that divide you, but with what you agree on with your partner.

· Show empathy - the ability to comprehend the emotional state of another person in the form of empathy.

· Check whether you understand your partner correctly.

· Avoid words, actions and inactions that could lead to conflict.

· Monitor your own and your partner’s facial expressions, gestures and poses.

• Show that what you are offering corresponds to some of your partner’s interests.

RULES FOR SELECTING THE NUMBER AND COMPOSITION OF PARTICIPANTS.

The effectiveness of an office meeting is largely determined by the optimal selection of its participants. The main task in this regard is to ensure the participation of those specialists who are interested and competent in the issues discussed at the meeting. Part of the solution to this problem depends on how prepared future participants are to discuss the issues on the agenda. Such readiness is established through the preliminary distribution of sufficiently detailed information about the upcoming meeting.

Its organizers, as a rule, require the participation of top officials of departments of the organizational structure. However, one of the non-managerial employees may be more competent in solving specific problems. Therefore, it is advisable to give the manager the right to determine who will represent his department at the meeting.

A fairly common situation is when the majority of meeting participants discuss some “their” issue, and the remaining items on the agenda are beyond their competence. The working time of the organization's employees is used ineffectively if they are forced to be present when all issues of the meeting are considered. In addition, the presence of “extra” people inevitably reduces the effectiveness of discussing problems.

When the agenda is heterogeneous, when issues of various levels of the structure of organizations are addressed, it is recommended to apply the principle of a variable composition of meeting participants. At the same time, the importance of establishing and strictly observing regulations increases.

Quite often there is a situation in which individual employees are invited to a meeting, but their actual participation depends on the progress of the discussion of a particular issue. At the same time, it is not known in advance to what extent the employees invited “just in case” will be involved in the meeting process. This approach demonstrates disrespect for the employee and a disdainful attitude towards his employment. To optimize the composition of meeting participants, use the principle of “telephone distance” to an employee, whose participation is dictated by the course of the meeting itself and the need to obtain additional information from this employee.

In any negotiations, situations arise in which the parties can help each other without infringing on their own interests.

Problem resolution is a process during which parties engage together in analyzing each other's problems. In this case, both sides win.

If friendly business relationships are formed during the negotiation process, then negotiations are greatly simplified.

A powerful source of influence on the negotiation situation is the balance of reward and punishment for the opponent. Psychological punishment can be the creation of tension, uncertainty, and a deadlock at the negotiating table. And the positive emotions received in the negotiation process, associated with feelings of security, affection, self-esteem, and a sense of success in self-realization, can be no less, if not more important, reward than material gain. Every demand and every concession causes the opponent a feeling of defeat or success. But, according to A. Adler, what an individual perceives as success is only his subjective feeling. Therefore, the magnitude of your concession to your opponent is not so important as what subjective feeling of success your concession to him will cause in your opponent.

You can hardly count on your negotiating partner to treat you well if you put pressure on him. As one wit put it, “man is a very malicious animal: when he is attacked, he defends himself.” Commitment, loyalty and friendliness are important conditions for establishing a business relationship that satisfies both parties.

If one side is more aggressive and seeks to compete, and the other is benevolent, then the short-term balance of power is in favor of the first side. Therefore, it is very important to specifically work on relationships in order to create a normal mood for both partners.

According to research, the most successful way to calm an aggressive opponent is with a mixed strategy: sometimes offering cooperation, sometimes behaving aggressively. It is not worthwhile to determine the entire line of our behavior in advance.

ESTABLISHING CONTACT

Relations between the parties during negotiations, on the one hand, are instrumental, i.e. aimed at achieving a certain result, and on the other hand - personal mi, emotional, since for each of the participants, in addition to the result, it is also important how he was treated, how he was treated in the process of achieving this result.

It is important not only to establish contact in the first phase, but also to maintain it throughout the entire interaction with the partner (or partners).

For this it may be useful at the very beginning:

· talk about your partner’s expectations and concerns;

· recognize the normality of his feelings and express our understanding of the partner (which does not necessarily mean agreement with his claims), calm him down if he is too excited for a reasonable discussion of his problem;

· inform him what he should expect from the process of our interaction;

· say what we are going to do and what we expect from him during the current meeting or before your next meeting;

· approve the efforts already made by the partner and his desire to resolve the problem, make some statements of an encouraging nature. To establish and strengthen contact with a partner, it is important to show, and not just declare, interest in what he says and respect for him. As a rule, if this attitude is sincere, then it is expressed in the person’s appearance and behavior and, accordingly, is read by others. It’s difficult to “play” her; falsehood, as a rule, manifests itself in one way or another.

We are not always aware of how we outwardly express our attitude towards others. Sometimes a person seems to radiate goodwill and cooperation, but others perceive him as aloof and arrogant. On the other hand, sometimes he tries to look significant and confident, but in reality demonstrates fussiness and anxiety. Probably, everyone has experienced situations at some time in their life when they suddenly found out that their condition was not read in the same way as they perceived themselves. If such cases are repeated, it makes sense to pay attention to this

Undoubtedly, sometimes certain people perceive us “wrongly,” while the impression of others coincides with our sense of self. Then we are faced with a choice: to listen and adapt to the specific characteristics of the “outlier” communication partners or to ignore them, guided by the saying: “You can’t please everyone.” Probably, the selection criterion will be the significance of these people and relationships with them for the realization of our goals.

List of contributors and barriers to establishing contact

Promotes	Prevents
Greetings	Lack of greeting
	Gloominess, severity
Handshake or head tilt	No reaction
Address by first name and patronymic	Avoiding the name, mentioning the client as “he”, “him” in conversation with others in front of him
Promotes	Prevents
Reducing physical and mental distance: getting up when greeting, leaving the table, walking to your place	Ignoring your partner
Leaning towards the interlocutor	Tilt from the interlocutor
The optimal distance for it, location at an angle	Too far or too close
No barriers between partners	Presence of a table or other obstacle
Neutral or positive first phrases	Talk about acute, problematic issues on which there may be disagreements at the very beginning
Openness of posture and gestures	Closed poses and gestures
Unbuttoned jacket	Fully “buttoned”
Eye contact (about 40% of the time, but each glance is no longer than 10 seconds)	Avoiding eye contact or staring for long periods of time
Equal position (both sitting or standing)	Inequality of positions
Adjustment to the partner (achieving similarity in posture, condition, style of speech, breathing rhythm)	Mismatch in pose, style, condition
	Harsh or indifferent tone
Focus on the partner, absence of external interference	Distraction by other people, calls, business
Ready for his arrival	Lack of preparation of necessary papers, disorder on the table
Positive Feedback	Disapproval, criticism
Expressing understanding and empathy	Misunderstanding, indifference
Willingness to honestly admit your mistakes	Blaming your partner and others
Moderate facial expressions and gestures	“Mask” on the face or an abundance of reactions
Individual approach	Stereotyping, prejudice
Confidence	Fidgetiness, obsessive movements
Slowness	Conversation in a hurry, casually

CONVERSATION STYLE

It is also important to recognize and address differences in conversational styles between you and your client, as these may also act as barriers to misunderstanding between you. As psycholinguist Deborah Tannen notes, such style features primarily include:

· speech volume;

· duration, frequency of pauses;

· speaking speed;

· presence and nature of gestures;

· intonation;

· presence of repetitions, etc.

A pause in negotiations may mean that:

· the other partner is invited to speak in response;

· the first one has nothing more to say, he finished his speech;

· desire to emphasize what was said;

· emphasizing the significance of what will be said afterwards;

· dissatisfaction with how the partner reacts to what was said;

· desire to put the partner “in his place,” etc.

A discrepancy between the speed of speech and the length of pauses between partners can lead to the fact that one will have the impression that the other does not want to participate in the conversation, is uncommunicative or indecisive and shy; the second one will have the feeling that he is not allowed to get a word in, that the first partner is impolite and oppressive.

Differences in the volume that each of them regards as normal may give one of them the impression that the partner is shouting, and this can be interpreted as a sign of anger, pressure, a desire to dominate, etc. The other may be annoyed that the other person is “whispering.” , mumbles instead of speaking clearly and clearly. This may cause him to distrust his interlocutor. It may seem to him that he is speaking this way, for example, because of the insignificance of what is being said, the desire to hide something, awkwardness, etc.

The stylistic features of speech are difficult to change, since they are implemented mainly automatically, often unconsciously. But by paying special attention to them, we can control them, and when they turn out to be useful, we can use them to achieve greater success in negotiations.

The problem of successful mutual understanding of people is aggravated by the presence of more complex and in-depth components of the conversation style - such as:

· tendency to speak directly or hint;

· asking or giving others the initiative to provide information about themselves;

· comfortable level of formality - simplicity, acceptable jokes;

· attitude towards the exchange of complaints;

· expectation that others will follow our example, etc.

It is important to constantly remember and take into account the well-known, but often ignored truth that “all people are different”, and not expect that your visitor automatically uses the same “codes” for deciphering speech, ways of understanding it. Moreover, both his and your “code” may not be the same today as it was yesterday, depending on the situation, previous events and much more. The techniques described above can serve as the key to mutual understanding here.

“Difficult” types of listeners

Sometimes you have to deal with “difficult” types of listeners: malingerer, dependent, interrupter, self-absorbed, logician.

Malingerer- only imitates attentive listening - often in order to please the speaker.

Dependent is very concerned about the impression he makes on the speaker, and tries in every possible way to earn his approval. Therefore, he misses the content and essence of what was said.

Interrupting What worries him most is that he will forget the ideas that come to his mind by association with what he heard, so he is in a hurry to express them. This irritates the interlocutor and makes mutual understanding difficult.

Self-absorbed he is so busy with his problems or experiences during the conversation that he simply has no time for the speaker.

Logician tries to classify and enter new information into his existing system. He does not pay attention to emotions and perceives only what fits into this logic.

In order to reach a “difficult” listener, depending on their type, each of them requires a special approach. Having identified the cause of poor listening, you can try to satisfy the client's need that is diverting his attention and bring him to a “normal” state where he is able to truly listen.

MOVEMENT TOWARDS CONSENT

The main strategic task that must be solved to achieve agreement between the partners is to achieve an understanding of the problem under discussion - and not only the correct one, but also the same one. To solve this problem, it is advisable to come to a unified formulation of the list of issues for discussion.

To this end, after the parties have spoken, it is possible, using questions, with the help of a partner, to clarify the problem, work out logical contradictions, and highlight the most important in order to come to a clear, simple and clear formulation of the problem and its main aspects.

Difficulties in identifying problems may arise as a result of:

· mistaking symptoms for a problem;

· presence of a preconceived opinion about the reasons;

· purely technical approach;

· ignoring differences in the perception of the problem in various authorities;

· incompleteness of the “diagnosis”

It follows that for successful orientation in the problem it is advisable:

· interest the interlocutor and explain to him what caused your interest in the conversation;

· use types of listening appropriate to the conditions of the conversation and choose the right listening technique;

· respect his opinion, try to appreciate his thoughts and course of reasoning;

· avoid premature conclusions and decisions at the beginning of a conversation, which can make you “deaf and blind” during the conversation;

· try not to force your interlocutor with incorrect questions or phrases to resort to defensive behavior; do not give assessments or advice;

· adhere to the optimal intensity, tone and pace of the conversation, observe pauses for rest and comprehension of what was said;

· monitor the progress of the conversation and the behavior of the partner, restore contact if it is broken.

DECISION-MAKING

In order for the decision to be truly followed by all participants in the negotiations, it is important that each of them feels that this is his own decision. To do this, it is necessary that both parties feel an equal right to express and discuss options, attention and respect for their opinions, and the absence of pressure on them. They need to be able to seriously and independently consider the advantages, disadvantages and consequences of making this decision. They must believe that the decision being made is the best possible under the given conditions.

A variety of reasons can prevent you from making a viable and realistic decision, but here are the most common ones:

· Expectation that the partner will behave in the same way as others usually behave.

· Implementation of one’s own ideas and intentions without paying attention to the partner’s answers; imposing one's opinion in a dispute with an opponent.

· The idea that there is only one way to do something right. This approach unnecessarily impoverishes and narrows the choice, the decision made may turn out to be less profitable than possible, and your partner will be tempted not to follow it.

· Ignoring your partner's negative reaction. Many people automatically refuse an offer at first, simply out of a feeling of contradiction. If you agree with them, they often “change their minds” and go to the meeting. It is also effective to offer something “on the contrary”.

· Ignoring non-verbal information from a partner or stereotypical understanding of these signals without taking into account the situation and individual characteristics of the client, as well as sending unclear and contradictory signals to the partner on one’s part. This can lead you to the illusion that your partner agrees with you, and also create in you or him uncertainty about the sincerity and consistency of your interlocutor.

· Expectation that your partner puts words in the same meaning as you. Unclear wording, different interpretations in understanding quantities, terms, type of obligations, etc. is the reason for a huge number of failed agreements.

· The belief that there are people with whom “you can’t cook porridge” - labeling. This leads us to shift responsibility for failure onto our partner and abandon our own efforts in many completely solvable situations. In addition, this initially disrupts contact with the partner.

COMPLETION OF NEGOTIATIONS

The ability to sense the right moment to end a discussion and conclude a negotiation is very important. It needs to be specially developed. The most convenient situations for completing negotiations may be the following:

· an acceptable solution to the problem has already been developed;

· all goals of the negotiations have been achieved;

· the opposite side is clearly ready to end negotiations;

· all feasible solutions have been considered;

· you have the best alternative option to solve this problem

If the negotiations were successful, you managed to jointly find realistic solutions to the problem that satisfy both you and your partner, or agree on subsequent actions, then a favorable conclusion of the communication will consolidate your success. If the result at this stage of negotiations is not so optimistic, then it will help smooth out the rough edges and prevent the aggravation of relations, leading to unpleasant consequences.

It is important to avoid reproaches and complaints about your partner’s unconstructive behavior.

Perhaps, if there is neither time nor opportunity for a long farewell ceremony, and, in fact, sometimes there is no need for it. But even in such a situation, it is important not to let your partner feel that he is useless and crossed out of your attention even before he actually leaves the negotiations. Otherwise, he may remain irritated and dissatisfied, even if he received what he actually came for.

Not concluding a bad, harmful agreement can be considered no less successful than concluding a successful deal. There is no point in trying to hold out negotiations that are not worth it until reaching the conclusion of at least some kind of agreement. But even in this case, it is useful to try to end the communication on a good level of contact, on a positive optimistic note, to express gratitude and satisfaction for the work done together and wishes for a successful resolution of this and future problems.

If this is not the last meeting, it is important to agree on the next one, specify the tasks that need to be completed during this time, wish success in the implementation of these plans and express hope for productive cooperation.

It is a tradition in many organizations to celebrate the successful completion of negotiations, which sets a good mood for future contacts.

LIST OF REFERENCES USED

1. Mastenbuk V. Negotiations. Kaluga, 1993

2. A course in negotiations with a mindset of cooperation / Edited by E.N. Ivanova. Riga.; St. Petersburg, 1995

3. Berkeley-Alain M. The Forgotten Art of Listening. St. Petersburg; 1997

4. Soper P. Fundamentals of the art of speech. Rostov-on-Don, 1995

5. Karras Ch. The art of negotiations. M.; 1997

6. Baron R. Richardson D. Aggression. St. Petersburg; 1997

7. Conflictology: Textbook. Ed. 2nd, rev. / Ed. A.S. Carmina. Series “Textbooks for universities. Special literature". – St. Petersburg: Lan Publishing House, 2000