Here's how you can grasp the needs and interests of the other party in a negotiation scenario.

To grasp the needs and interests of the other party in a negotiation scenario, actively listen to their concerns, ask clarifying questions to understand their priorities and motivations, and empathize with their perspective. Research their background and organizational goals beforehand to anticipate their preferences and constraints. By demonstrating genuine interest and seeking common ground, you can effectively tailor your proposals to address their specific needs, increasing the likelihood of reaching a mutually beneficial agreement.

Actively Listening may be one of the most underrated skills someone can have. Too often when negotiating (or talking in general) people are only thinking of how to respond and miss key elements that would allow them to build on common ground. Taking time to really understand an offer during a negotiation will allow you to present your offer from a position of strength.

People do not want to be sold to. People want a solution to their problem. The issue is sales professionals use scrips and cool talking points to verbally throw up on the prospect. What is your value to the prospect? Asking questions to get to the real pain point is crucial. Find out what their real problem is, match your product, service, or solution to the actual problem, and things become more fluid.

La escucha activa es uno de las herramientas más importantes en la actividad laboral en general, sobre todo en el ciclo comercial. Se suele decir que lo ideal es escuchar el 70% y hablar solo el 30% de esta manera se genera empatia y además estás forzado a hablar de forma más elocuente y eficaz, por lo tanto tu mensaje debe ser o será más acertado. Sin ir más lejos, podemos decir que esto se podría explicar con la vida en general, es decir por algo tenemos dos orejas y solo una boca.

La escucha activa juega un papel fundamental en este proceso al permitirte obtener información detallada sobre lo que realmente motiva y preocupa a la otra parte. Presta atención completa a lo que dice la otra persona, sin interrumpir y mostrando interés genuino en sus puntos de vista. Formula preguntas abiertas que inviten a la otra parte a explicar más a fondo sus necesidades y expectativas. Identifica y refleja las emociones y preocupaciones que puedas percibir en la otra persona para validar su perspectiva. Fomenta un ambiente de confianza y respeto mutuo para que la otra parte se sienta cómoda compartiendo sus preocupaciones.

Em uma negociação, explorar alternativas e entender preocupações e restrições é essencial. Pergunte: "Quais soluções você considera viáveis para este problema?" para identificar opções aceitas pela outra parte, promovendo soluções ganha-ganha. Além disso, descubra barreiras com: "Há alguma restrição ou limitação que precisamos considerar?" Isso ajuda a entender obstáculos e a encontrar formas de superá-los. Essas estratégias permitem um entendimento profundo das necessidades da outra parte, facilitando a construção de acordos mais robustos e satisfatórios para todos.

Putting yourself in the other person's shoes is essential, even if it's a tough situation. Get them talking by asking them to tell you more, ask what they think, and listen. Ask follow-up questions. Ask how they feel. Ask how they'd fix it if they could. If it's hard to put yourself into the other person's shoes, then pick one thing you really like about them and focus on that. If you're struggling to understand their viewpoint, say so and highlight where you need help. Asking for help is a great way to build relationships. Remember that no matter how good you are, you'll always have blind spots. You won't be able to see these blind spots, but others will. You must ask questions to see what others can see, but you cannot.

Algumas pessoas podem ter dificuldades de expressar suas reais necessidades, objetivos e pedidos. Em conflitos a comunicação pode se desenvolver em torno de reclamações, julgamentos e expressão de opiniões que precisam ser traduzidas. Fazer perguntas pode deixar o diálogo mais claro e objetivo. Utilize termos que favoreçam respostas longas como: por que você acredita que essa é a melhor maneira ? Como poderíamos chegar a uma solução ? O que você pensa sobre isso? Tão importante como fazer perguntas é ouvir a resposta. Se contenha a fazer uma pergunta por vez e espere a pessoa responder.

When you are entering a negotiation, there may be some information that you know and some information which you would like to know. Your opening questions should focus on: 1) Putting the other person at ease 2) Setting the objectives of the negotiation meeting 3) Asking questions for the unknown aspects (The information you would like to know before you start negotiating) 4) Figuring out their desires and interests There is a 70:30 ratio which is preferred in the negotiation opening, Let them talk for 70% of time, and you speak 30%. Asking open ended questions help in doing that. Like everything important in life, planning is important. Before entering any negotiation, plan your opening questions.

In my opinion empathy in negotiation is first of all an understanding Personal Agendas: Each negotiator brings their own set of goals, motivations, and concerns to the table. These personal agendas can significantly influence their negotiation style and decisions. This involves research: understanding the company’s structure helps in identifying the decision-makers and key influencers and their KPIs. Knowing the hierarchy and departmental roles can provide insights into the power dynamics within the organization.Even internal relationships within the company can also siginficantly affect decision-making processes. This knowledge allows you to align your proposals with their objectives, making your offers more attractive.

La empatia es una herramienta fundamental para generar vinculos de confianza y relaciones solidas. Lo que yo recomiendo desde mi experiencia personal es mostrar interés orgánico y natural por aspectos que van más allá de lo laboral. Es decir no hay que olvidar que nuestro interlocutor es un ser humano, que tiene vida y que tiene familia. Preguntar por esas cosas dan valor agregado a la relación.

Empathy is essential in negotiation and aligns closely with active listening. To truly listen, we need to understand the other party's perspective, and empathy allows us to do that. We don't have to agree with them, but we do need to understand. This understanding builds connection and trust, enabling more open and productive discussions. By acknowledging their emotions and concerns, we can address root issues more effectively and work towards solutions that satisfy both parties. Empathy transforms negotiation into a collaborative effort, paving the way for mutually beneficial outcomes.

Ao priorizar a empatia, coloque-se no lugar da outra parte para entender seus sentimentos e perspectivas. Reconheça e valide suas emoções e preocupações, mostrando que você realmente se importa com seus interesses. Isso pode ser feito através de expressões como "Eu entendo que isso é importante para você" ou "Compreendo sua posição". Demonstrar empatia ajuda a construir um relacionamento de confiança e pode facilitar a busca por soluções colaborativas e satisfatórias para ambas as partes.

Analisar a linguagem corporal é algo bem interessante para identificar intenções. Gestos, expressões, postura podem revelar desconforto, incoerência, segurança ou confiança. É um excelente complemento à escuta ativa. Recomendo o livro "O que todo corpo fala" do Joe Navarro. ele aborda de uma forma tranquila e com exemplos práticos como braços cruzados podem indicar defensividade, enquanto um corpo relaxado sugere abertura e receptividade. Ter essa compreensão pode facilitar a comunicação e a interpretação da mensagem de uma forma mais assertiva.

Interpretar el lenguaje no verbal es complejo y es importante no dejarse llevar sólo por un gesto concreto. En el ejemplo de cruzar los brazos es cierto que podría tratarse de que están más a la defensiva o más cerrados para avanzar, pero también puede tratarse de que tengan frío o que hayan simplemente cambiado de postura porque llevaban tiempo en la misma. A lo que sí debemos de prestar atención es a un conjunto de señales no verbales que apunten en una misma dirección. Si además de cerrar los brazos tiene una expresión facial tensa, una mirada evasiva y una cierta distancia física, sí que indicaría que está a la defensiva o inseguro. Os recomiendo el libro "El lenguaje del cuerpo" de Allan y Barbara Pease para profundizar más.

El lenguaje no verbal representa por lo menos el 70% de la comunicación, por lo tanto esto quiere decir que en la actividad comercial, nuestros esfuerzos deben estar puestos no solo en entender lo que escuchamos, si no que entender lo que vemos que expresa el cuerpo y en consecuencia actuar respondiendo las señales no verabales de forma ad-hoc, es decir debemos ser capaces de responder con el cuerpo también de forma tal que nuestro interlocutor se sienta cómodo.

I call this "reading the room." Are people making eye contact? If not, what are they looking at? Are their hands visible, or are they under the table? Are people engaged in the conversation, or are they multitasking? Are people smiling and laughing, or are they serious? There's not one item that will tell you how others are feeling, however, you may be able to look at multiple cues and put them together to read the room. One last thing - don't ignore your gut. If something feels off, it probably is. Ask questions and try to put your finger on the issue and address it.

Sensory acuity is a must have skill that a of people have not achieved. Understanding that every change in the other persons body language, skin color, eye movement, tone of voice, and so much more means something. It could mean that the track you are on is landing and you need to expand more. It could mean that what you are saying is repelling them and and you need to shift. Often times we get caught up on the point we are trying to convey, that we fail to understand the reactions we are getting, even the subtle ones.

When we have felt seen or heard, we are more inclined to listen. Recognizing and validating another party's needs or interests in a negotiation helps open up their mindset to your line of thinking without agreeing with their position. This can start a clear, open and honest dialogue to reach a resolution in the negotiation.

Creo que siempre hay que ofrecer una reconocimiento que entregue Validación en una relación de cualquier tipo. Normalmente las personas muchas veces gastamos más tiempo en criticar, pero es un acto de humanidad entregar valor a los otros rescatando las cosas buena que se encuentra en esa otra persona, al final es un reconocimiento como gesto humano que tiene con valorar las virtudes cotidianas de un otro.

Precisamos aprimorar nosso vocabulário, conhecendo quais palavras podem traduzir os interesses genuínos da outra pessoa, ou seja, as necessidades humanas básicas (Teoria da Motivação Humana - Maslow) como segurança, afeto, apoio, compreensão, organização, consideração, etc. O estudo dessa “lista” de necessidades, muito utilizada na Comunicação Não Violenta (CNV), facilita nossa comunicação, pois na escuta ativa podemos traduzir em necessidades e, por meio de palpites empáticos, validar os interesses do outro.

During negotiations it is crucial to avoid acting as a barrier to the terms that the other side is offering. In the end, open-ended issues are resolved through a healthy discussion. Negotiations do not necessarily require an aggressive approach, arriving at a mutually agreeable solution that benefits both the parties can be a good approach to problem solving.

Exploring alternatives is another crucial aspect of successful negotiation. When discussions reach an impasse, shifting focus to other areas can help get negotiations back on track. By identifying and considering various alternatives, we can uncover new possibilities that might better meet the needs of both parties. This approach not only keeps the conversation moving but also demonstrates flexibility and creativity in finding solutions.

The person with the most flexibility controls the system. in other words, don't be so caught up on being right or proving your value. People understand information from their own map of reality. Go into a negation with the intent to be flexible and open to multiple outcomes that create win win situations.

If a direct Q&A style of asking for the interests of the other party is not appropriate, e.g. due to culture (indirect vs. direct) or lack of trust, an alternative way is to use MESOs. MESO (acronym) are Multiple Equivalent Simultaneous Offers that allow the other side to signal their preferences indirectly. By offering them different choices of same value for us we can learn about their preferences. Very helpful! More details on this negotiation approach --> Program on negotiation, Adam Galinsky

In critical negotiations, try conducting role reversal exercises. Before the actual negotiation, swap roles and argue from the other party’s perspective. This forces you to understand not just your own motivations and pressures but also theirs, fostering empathy and understanding. During the negotiation, use insights from this exercise to genuinely grasp the other party's position. This approach often breaks down barriers and leads to more collaborative and successful outcomes. By seeing the negotiation through their eyes, you can find common ground and create solutions that work for both sides.

The natural tendency of human beings is to analyze a situation from their own perspective, imagining the interests and needs of the other person based on their own interests and needs. In the context of a negotiation (and in any other situation), putting yourself in the other person's shoes helps to understand their perspectives, which are often different from our own. We should not impose our own point of view but rather listen and try to understand the other person's perspective (which does not mean giving up our own opinions). In summary, putting yourself in the other person's place is always a good starting point.

Avant toute négociation, il faut se préparer à la négociation.. déterminer quels sont les objectifs à atteindre.. mais aussi quelles sont les limites que nous avons et que nous ne pouvons pas dépasser.. ces limites sont importantes car elles nous servirons lors de toutes les étapes mentionnées précédemment. Sans ces limites, la negotiation peut dévier très fortement et aboutir à un résultat non attendu et non désiré.