Translator: Mikhail Vershovsky

Genre: psychology, self-management

Publisher: Alpina Publisher

Russian language

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

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

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

annotation

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

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

Gavin Kennedy

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

PREFACE

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

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

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

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

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

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

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

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

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

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

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

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

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

The book is a textbook on the negotiation process. And he is very important. After all, we begin our first negotiations as children, long before serious work or institute. This happens when a child understands that crying is a serious argument in any dispute...

The book will tell the reader about the main aspects of any negotiation process, strategy and tactical approaches in this important matter. The author explains in detail possible psychological pitfalls and mistakes in prioritizing. The reader will also be able to get high-quality examples of miscalculations and critical situations that can be changed and corrected. You will be offered tasks that cannot be solved in the usual way and with a banal approach. After all, the author of the book believes that standard methods of solution, for the most part, lead to the collapse of the negotiation process.
This book is worth reading for several reasons. Here are just a few of them:

• - “You can agree on everything!” went through several reprints, which indicates the demand and quality of the work. It is often called the "Bible" for any negotiator;
• -She completely and completely destroys established stereotypes. At the same time, it shows the reader how deeply the stereotypes of the negotiation process imposed by society sit in him;
• -Gavin Kennedy has tried to make the material easier for the reader to study. The learning process is presented in an interesting and entertaining way.

The book is intended for those people who are involved in the negotiation process. And this means that it is for absolutely all the inhabitants of our planet, because we conduct negotiations throughout our lives.

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

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

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

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

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

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

Gavin Kennedy identifies 4 types of negotiators:

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

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

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

Abstract in the format of mental maps - mind map.

05.08.2017

The book You can agree on everything in a short summary. Book review. Summary

Book You Can Agree on Anything tells the reader how to achieve the maximum in any negotiations.

Gavin Kennedy - About the author

Gavin Kennedy - professor, founder of his own concept of the negotiation process, leading expert in negotiations in the world. As a consultant, he collaborated with a number of leading global companies, as well as with government agencies in different countries. Author of eleven books on negotiations. Some of them have gone through several reprints and been translated into many languages. He is also the author of distance learning materials for the MIA program for the School of Business, Heriot-Watt University (Edinburgh).

You can agree on everything— Book Review

A person negotiates several times a day. Whether he is making a purchase at the store or agreeing with his spouse on what to cook for dinner. Whether he will be able to defend his interests depends only on him. By implementing the author’s advice, anyone can see for themselves.

Chapter 1. Types of negotiators

People involved in the negotiation process can be divided into four types:
- donkeys. They do not know their capabilities and because of this their behavior is predictable and stubborn;
- sheep. They usually accept the choices that other people make and do not try to defend their interests;
- foxes. They are very resourceful and love to show their intelligence and superiority. Dealing with the first two types is not a problem for them;
- owls. Based on the definition, they demonstrate wisdom and care about long-term relationships. They know all their strengths and weaknesses and are ready to take responsibility for the choices they make.

Chapter 2. Coming from childhood

A person begins to participate in negotiations from birth, when by crying he forces his parents to feed him, bathe him, etc. Then the demands increase, and the ways to achieve their goal become more sophisticated. The power of children is that they understand the values ​​of adults and know what is important to them. By threatening to take it away, they easily achieve their goal. Children are a clear example of fox negotiators.

Chapter 3. Price at the “entry” and at the “exit”

The worst thing you can do when concluding a deal is to agree with your opponent's first offer. Everyone is chasing profit, but they don’t think about whether it exists at all. It should be remembered that the seller always has an “entry” price, which he initially names, and an “exit” price - that is, his last offer, which is probably lower than the first. Only donkeys - the first type of negotiator - do not know that both participants in price negotiations are fully aware of each other's actions. The “entry” price should be easily justified and realistic. These are its two main characteristics.

Chapter 4. From dissatisfaction to action

Every person has shown dissatisfaction at least once in their life. It is necessary not only to express dissatisfaction, but also to negotiate with the person who caused it to improve the situation. Always say directly what you see as a way out. By not doing this, you are giving the initiative into the hands of the enemy, and he will make a decision in accordance with his view of the problem. Think about how to talk to your opponent about ways to solve the problem:

– choose such a tool yourself;

– put it at the forefront and do not stoop to discussion;

– look for an exchange that would suit you as much as possible

Chapter 5. The pointlessness of easing conditions

The worst situation for a negotiator is when the client’s problem is obvious. It’s very difficult to choose between the desire to give everything your best and the desire to appear professional. If you hear constant refusals, do not make new offers. Never soften the terms prematurely - to do this, you must obtain a counteroffer from the enemy. The more you offer your opponent, the more clearly he sees that he can expect more and more concessions from you. Understand that negotiations are a two-way process in which the interests of all participants must be discussed. If you haven't identified your interests, don't get started.

Chapter 6. A prerequisite is to find out everything in advance!

Success in negotiations will largely depend on your experience. If you see numbers with many zeros in the contract, do not rush to rejoice. This will only demonstrate that you are not capable of conducting serious business. However, do not dismiss contracts with small amounts. Do not rush to sign any papers without thoroughly thinking about the situation. In different markets, they can offer completely different prices for one product, so train yourself to start from an adequate price and also find out in advance about the consequences of the contract being concluded. In order not to drive yourself into a trap, ask as much as possible. We recommend starting questions with “What if.”

Chapter 7. What else, besides compensation for damage, is worth thinking about

If any of your partners let you down, negotiations will have to start again. Naturally, you will want to receive compensation for your damages, but that is not all you should be concerned about. There is one more point that should never be overlooked - obtaining guarantees that an unpleasant situation will not arise again in the future. And here the choice is up to the person or company that “framed” you. It is in her interests to show herself in the best light in order to maintain a trusting relationship with you and not earn a bad reputation.

Chapter 8. Generosity? We don’t know such a word!

When it comes to negotiations, forget about the word “generosity”. People who are the first to voluntarily make concessions are guided by two reasons:
– they want to “appease” the enemy;
- they think that their concession will be able to move things forward.
In fact, it is impossible to soften your interlocutor by showing that you are ready to give in. On the contrary, you only make his position even tougher. Your opponent will never respond with generosity to generosity, although this is exactly what you expect from him. Although, of course, it may be that your opponent himself would not mind being the first to make concessions. In this case, it is not clear why you should do this. The more concessions you make, the sooner you will prove your powerlessness.

Chapter 9. The benefits of a hard start

There is an opinion that the transaction will be successful if you can puzzle the other party with your first offer. This means that you must name the lowest or highest possible price. Because if you start with a price that seems optimal to you, most likely you will stop there. And, accordingly, you won’t win anything. The good thing about surprise tactics is that it forces your opponent to reconsider his attitude towards the item being sold. Starting the auction with the lowest price will significantly expand your field of activity, especially if your opponent was expecting a price higher than your final price. Negotiators generally love bargaining as a process, and bargaining even for every penny. By not accepting their first offer, you give them great joy.

Chapter 10. Bargaining is not appropriate!

Two words - “bargaining is appropriate” - can turn your strong position into a victim position in one second. Forget about them! And first of all, because the buyer will know: you agree to sell him the item for a much lower price than indicated. And he can also easily conclude that you are trying to complete the transaction as quickly as possible, because you are afraid that the product will not be sold. This disastrous two-word phrase completely deprives the seller of the opportunity to control the negotiations and learn a little more about the buyer’s intentions. If you yourself want to purchase some product and see a note about a possible bargain, feel free to take the chance!
The person allowing the bargaining is simply not sure of the price he sets for the product. Bargaining is entirely acceptable, but it must arise from the course of negotiations. And if the buyer wants to bargain, it is not at all necessary to further encourage him to do so.

Chapter 11. Confidence is the key to success

You must be able to firmly stand on your opinion so that your opponent cannot quickly win you over to his side. Become confident in yourself and your product. Also be completely confident in the price and make it clear that if you make concessions, then only the most minimal ones. A hard position is extremely important because it can periodically cause the opponent to become soft. But when they act harshly towards you, under no circumstances should you give up or show weakness. However you choose to act, show determination. Don't try to sign any contract, but work on those that best satisfy your requirements.

Chapter 12. The power of the word “if”

If you are interested in books about negotiations, you have probably already read that the best answer is considered negative, that is, “no.” Let us make a small correction: the word “if” can still be called the most effective. Of course, you have the right to deny and should use it when the terms of the deal fundamentally contradict your position. During negotiations, the parties must come to a mutual agreement, although, of course, it is likely that it will not be equally beneficial for all participants. The essence of the negotiation process is mutual exchange. This means that you can give in if you are guaranteed to get something for it. What are we leading to? Besides, you should never make the common mistake of giving something to your opponent for nothing. Use the word “if”! It assumes that you agree to accept the enemy's terms, but with specific reservations.

Chapter 13. Independence of behavior and results

Be careful when dealing with “difficult” people in negotiations. You can easily identify them and have probably dealt with them more than once. It costs them nothing to start insulting, not accepting any offer and at the same time demanding too much.

By the way, think about whether you yourself are such a person. We do not recommend you adopt a behavior based on pressure. Just as we cannot say that showing kindness to such people is a good choice. What to do then? Just determine for yourself that from now on you do not connect the enemy’s behavior with the result you are trying to achieve. The opponent's actions lie solely on his conscience. Showing someone that their behavior hurts you is like waving a white flag. The enemy understands that he is harming you and begins to do it with redoubled force. So right now, remember, or better yet, write down the only two criteria that can influence the outcome of the transaction:
– compelling and logical arguments;
- mutual exchange.

Chapter 14. You will lose if you believe it

Your power is in your perception. Each person sees the truth in his own way and tries to convince the opposite side of it. And how you set yourself up will affect the outcome. Your own beliefs can make you a loser or a winner. If you think that your opponent has all the trump cards, that means it is so.
Focus on changing your opponent's perception and winning him over to your side. Moreover, the more important it is for you to complete the transaction, the weaker your position. And this applies to everyone: both sellers and buyers. Do you feel that your opponent is confident in your strength? That’s how it is – feel free to take action!

Chapter 15. Involvement of a third party

Negotiations can often be ineffective. This is due to ignorance of the market and the use of questioning tactics to the question: “How much are you willing to pay for this thing?” - “How much are you asking for it?” This is the whole point of negotiations: one side wants to find out the other side's maximum without revealing its minimum.
We suggest the following course of action: you need to find a third party who supposedly sets the terms of the bargaining. This could be anyone: a director who told you to spend a certain amount and not a ruble more, or a husband who gave an order to buy a specific model of a particular product. This is where psychology comes into play. It is much easier for a person to talk about sensitive topics if he can refer to the opinion of an independent party. It's good if you really have that side. And if it doesn’t exist, feel free to use your imagination and invent it! Or contact an agent

Chapter 16. Price is never fixed.

The mistake many people make is that they believe in prices. More precisely, that they can be precisely established. We pay the price on the receipt and enjoy sales when that price goes down. In fact, this is just an illusion, and even an expensive thing can be purchased for much less money. To do this, we advise you to question the price.
For example, ask for a discount. And if the seller cannot do this, it is worth finding out who has these powers. Typically, company directors like to demonstrate their power: as a rule, it costs them nothing to throw off a couple, or even more than hundreds. In addition, they could well have been sellers in the past, and remembering the past will only be happiness for them. Be that as it may, if you yourself do not take care of reducing your expenses, no one will take care of them.

Chapter 17. The real price of concessions

Now let's look at ways that will help you become decisive and change your point of view as rarely (preferably never) as possible. So, you can, for example, start talking about price in a different unit than your opponent thinks. Its purpose is to keep you from looking into the future. And so, indeed, a concession of even ten rubles will seem harmless. But think about how much unsold goods you still have, and multiply this number by ten. This way you will get the real price of your concession. And she's already quite impressive!
Another piece of advice worth using is to avoid getting involved in a price war between competing firms. Don't let anyone bring down your prices! And don’t take it for granted that price is the main barrier to signing a contract. Experienced negotiators always fend off attacks on their prices and at the same time challenge their opponents.

Chapter 18. Your offer is not only the price

Rivals will always shoot at your price because it is the most obvious target. And if they manage to do this, they understand that they can “bomb” all the points of your proposal. You already know that the concept of “fixed price” does not exist.
It follows that there is no fixed supply. Each person needs one thing or another to satisfy specific needs. And based on this, he compares the utility and the amount of money he is willing to give. Accordingly, the greater the utility, the greater the amount. Although in general, of course, there may be many more reasons for disagreement with the price.

Chapter 19. External tricks of the opponent

Image and connections with the powers that be have a very powerful impact. The only thing you can do in this situation is not to pay attention to the scenery. Don't praise your boss for a chic office, don't let him manage your time and - attention! – under no circumstances read magazines lying on the table in the reception area.

Chapter 20. Responding to Threats

Now it's time to learn how to deal with threats. The worst thing you can do is make threats back. Thus, you cut off the path to a profitable deal and become fixated on counterattacks. And they, in turn, rarely allow you to win, because they are extremely irrational. Threats can be of two types:
– when one party requires the other to perform any actions;
– when one side restrains the actions of the other.
Always remember your right to say no. And yet, try to expand your choice of actions - one way or another, in case of any threats, you have this choice. It should be remembered that you can resort to pressure only at the end of negotiations as the last chance to influence the situation. Starting a discussion with threats means aggravating relations and increasing resistance. Try not to depend on the words and actions of the enemy, assess the realism of the threat and its consequences.

Chapter 21. Interests of the enemy

Only through cooperation can resources and natural benefits be distributed without harm. For normal existence, people must unite. This is exactly what negotiations are for. Take into account the interests of the opposite party during their conduct. Don't talk about your needs, focus on their benefits. And remember that interests (why a person wants something) are inseparable from positions (what exactly he wants).
When accepting interests, you cannot ignore the position - they are closely related. Determine as precisely as possible what you personally want and why. And if there is a conflict of interest, begin to work through your positions - look for which of them may be acceptable for getting out of the current situation. And vice versa.

Chapter 22. Entering the international arena

Well, one last thing. If you're going international, remember:
– you are a foreigner, and this already largely determines your position;
– organize your business trip wisely;
– take care in advance to find out the traditions and customs of the country where you are going;
– adapt to the rhythm of negotiations familiar to citizens of this country;
– master basic negotiation skills that are the same for all cultures;
– remember that you have the right to withdraw from the agreement at any time;
– refrain from political disputes;
– show respect;
– try to fulfill all your obligations;
– be guided by your own feelings: act as you feel comfortable;
- believe that everything can be agreed upon

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

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

About the book “You can agree on anything! How to get the best out of any negotiation Gavin Kennedy

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

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