Negotiation is both an art and a science, involving various techniques that can help parties reach mutually beneficial agreements. Thorough preparation before the negotiation begins can enhance the chances of success. This includes understanding your own objectives, as well as the needs and interests of the other party. The more you know, the more confident and strategic you can be in negotiations. You can anticipate objections, and identify possible solutions.
In his book titled “Never Split the Difference” Chris Voss, a former FBI hostage negotiator, outlines several powerful negotiation techniques which can be applied in real-life situations without using traditional, adversarial methods. Chris Voss’s techniques focus on the importance of psychological and emotional intelligence to build trust and rapport, listen actively, and use strategic questioning to reveal what’s hidden in the other party’s mind. By using these tools one can more effectively conduct negotiations and arrive at a resolution that benefits both sides. The key is not just to focus on your goals but also to understand the other side’s view point.
NEGOTIATION TECHNIQUE # 1: MIRRORING
Mirroring is a negotiation technique where you subtly mimic or echo the other person’s words, body language, or tone. In short, mirroring is a simple but powerful technique to improve communication and influence in a negotiation. By showing you’re aligned with the other party, you create a more collaborative atmosphere.
Voss’s Technique: Mirroring involves subtly repeating the last few words that the other person has said or mimicking their tone or body language. This subtly signals that you’re listening closely, and encourages the other person to feel comfortable and open up.
For example if your manager says, “The budget is tight this quarter,” you could mirror by responding, “The budget is tight?” This can prompt them to elaborate on their concerns or motivations, giving you more insight into the situation.
NEGOTIATION TECHNIQUE # 2: LABELING
Labeling involves identifying the emotions, or feelings of the other party. The idea is to build trust and lower tension in the negotiation. This makes the other person feel that he has been heard and understood. This can lead to a more productive discussions and cooperative behavior.
Voss’s Technique: Labeling involves identifying and acknowledging the emotions or feelings of the other person. By labeling you invite the other party to clarify their position. The key is to label the emotion or feeling without being judgmental or presumptive, with phrases like:
- “It seems like you’re feeling…”
- “It sounds like you’re concerned about…”
- “It looks like you might be frustrated with…”
- “You seem to be worried about…”
- “It seems like this is a tough situation for you.”
For example if your boss seems hesitant or stressed, you might say, “It seems like you’re concerned about the budget for this year.” This approach defuses tension and signals that you understand their perspective.
Also Read: Six principles of persuasion – to win hearts, minds, and influence people
NEGOTIATION TECHNIQUE # 3: TACTICAL EMPATHY
Tactical Empathy is a powerful negotiation technique that involves actively understanding and acknowledging the feelings, perspectives, and motivations of the other party—without necessarily agreeing with them.
Voss’s Technique: Tactical empathy involves using emotional understanding to build rapport, reduce tension, and foster collaboration in a negotiation. The core idea of tactical empathy is not just to recognize the other person’s emotions, but to build trust, encourage collaboration, and steer the negotiation in your favor. Tactical empathy helps lower their defenses and facilitates a more productive conversation.
For instance you may say something like, “I understand that the company has faced some challenges this year, and that there are budgetary constraints.” This shows you are aware of the bigger picture and are not just focused on your personal gain.
NEGOTIATION TECHNIQUE # 4: ACCUSATION AUDIT
Accusation Audit is designed to neutralize negative objections even before the other party raises them. By addressing these concerns upfront, you can prevent them from becoming roadblocks later in the negotiation. The core idea behind an Accusation Audit is to anticipate what the other party might be thinking and show that you’re aware of their concerns are not afraid of addressing them. It helps defuse tension and keeps the negotiation on track.
Voss’s Technique: According to Chris Voss one should try to get into the head of the opposite party and try to figure out the potential objections, worries, or complaints they may be thinking in their mind but not saying. This can disarm negative feelings and make them less likely to resist your proposal. By bringing up the objection before they do, you make it less of a confrontation when the issue arises. It gives a chance to the other party permission to voice their concerns in a more open and less defensive way. This can be done using phrases like:
- “I know you might be thinking that this”
- “I know this is a big decision, and you might be worried about making the wrong choice.”
- “You might be concerned that we’re not going to meet your expectations.”
- “I understand you might feel like we’re asking for too much flexibility.”
By acknowledging that the timing might not be perfect due to business conditions, you show sensitivity to the company’s situation, increasing your chances of a positive response. Before discussing your raise, you might say, “I know that you might be thinking that raises aren’t possible right now due to budget concerns, and I completely understand that.” Acknowledging their potential objections beforehand can put them at ease and show you’ve thought this through.
NEGOTIATION TECHNIQUE # 5: THE “NO” STRATEGY
The “No” Strategy gives the other party the option to say “no” early in the negotiation process. It is actually a very powerful tool for building trust, reducing tension, and unlocking productive dialogue. The idea is to make the other party feel comfortable by giving them control over the conversation, allowing them to say “no” to a proposal without feeling threatened or cornered.
Voss’s Technique: According to Chris Voss people often feel more comfortable when they have the freedom to say “no” or reject proposals. The fear of saying “yes” too quickly can make people reluctant to commit. When you invite the other party to say “no,” it gives them a sense of control over the situation. By making “no” a safe option, you lower the psychological barrier and remove some of that pressure.
For instance instead of directly asking, “Can I have a raise?” you might ask, “Is it unreasonable to expect a salary adjustment based on my performance and the value I’ve brought to the team?” The response will likely be a “no,” which can lead to a more open discussion about potential solutions.
NEGOTIATION TECHNIQUE # 6: CALIBRATED QUESTIONS
Calibrated Questions involves asking open-ended, thought-provoking questions designed to guide the other party toward the solution you want—without directly telling them what to do. These questions encourage collaboration, and reveal more information that you can use to your advantage. Calibrated questions allow you to subtly shape the negotiation while making the other party feel that they are in control and that their opinions matter.
Voss’s Technique: Calibrated questions are open-ended questions designed to make the other person think and respond with more information. These questions are designed to engage the other party’s creativity and problem-solving ability, encourage them to consider your perspective, even if they don’t agree with you right away and help you uncover hidden interests, concerns, or motivations that they might not have explicitly shared. Such questions typically start with “How” or “What” and shift the focus from a “yes/no” or “right/wrong” conversation to a broader discussion about solutions and options. Some examples of calibrated questions include:
- “How can we find a solution that works for both of us?”
- “How do you suggest we move forward with this proposal?”
- “What would you need to see to feel comfortable agreeing to this deal?”
- “How would you prioritize these different aspects of the deal?”
Instead of simply coming to the point ask questions like, “How do you see my contributions to the company in the next quarter?”, “How can we align my performance goals with a salary hike?” or “What should I do to justify a raise?” This puts the onus on your boss to think what is required and how they can make it happen.
NEGOTIATION TECHNIQUE # 7: THE “RIGHT” MOMENT
The “Right” Moment is a negotiation technique that emphasizes the importance of timing in decision-making. This technique is about recognizing the perfect moment to take action based on the dynamics of the negotiation, the emotional state of the other party, and the flow of the conversation.
Voss’s Technique: According to Chris Voss the key is to recognize the opportunity and precise moment when the other party is most receptive. By recognizing when the other party is most receptive, you can make your proposals at the ideal time, increasing your chances of success. Timing is crucial because people are often more open to negotiation when they are in the right emotional state. It’s about striking when conditions are most favourable for achieving your goals.
While negotiating a salary hike you may ask questions like “So, you agree that my efforts have increased team productivity and contributed to the company’s growth.” If your boss agrees with this, you’ve just arrived at the “right moment” to rest your case.
NEGOTIATION TECHNIQUE # 8: THE FAIRNESS BOMB
The “Fairness Bomb” involves making a strong emotional appeal by making your demand or proposal seem fair and reasonable, while suggesting that the other party’s position is unfair or imbalanced. The technique uses the deeply ingrained sense of justice—to nudge the other party toward a more balanced and equitable agreement.
Voss’s Technique: Chris Voss suggests that fairness is a universal concept, and most people feel a strong internal need for justice and balance, especially in business and negotiations. The concept of “fairness” is a psychological trigger. People are more likely to agree to a request which seems fair.
For instance while negotiating a salary hike, you might say, “I believe this raise is a fair reflection of my contributions and the market rate for someone in my position.” This subtly shifts the conversation from being about personal gain to mutual fairness.
NEGOTIATION TECHNIQUE # 9: BATNA (BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT)
BATNA stands for Best Alternative to a Negotiated Agreement. It refers to the best course of action a party can take if negotiations fail and no agreement is reached. Simply put, your BATNA is your “Plan B” — the next best thing you can do if the current negotiation doesn’t result in a deal.
Voss’s Technique: BATNA helps you decide whether to accept or reject a deal. It also helps you define the lowest terms you’re willing to accept. Knowing your BATNA allows you to make better decisions and helps you avoid agreeing to unfavourable terms. Always have a clear BATNA in mind, and don’t hesitate to walk away if the deal on the table is worse than your alternative. For example while negotiating for a job if you already have another offer lined up with a competitive salary, your BATNA makes you less desperate to accept the first offer that comes along.
NEGOTIATION TECHNIQUE # 10: CREATING WIN-WIN SOLUTIONS
A win-win solution is a negotiation outcome in which both parties achieve their goals and leave the table feeling satisfied with the agreement. Avoid the temptation to “win” at all costs. Instead, look for a solution where both sides feel they are gaining something of comparable value.
Voss’s Technique: Chris Voss’s approach to win-win solutions focuses on understanding the other party’s needs and emotions to reach an agreement that satisfies both sides. By focusing on mutual interests, being open to creative alternatives, and fostering trust, negotiators can achieve outcomes that benefit everyone involved. This not only leads to better agreements but also to stronger, more sustainable relationships.
Conclusion
Negotiation is a critical skill and very much part of our daily life in business deals, salary discussions, and for resolving conflicts. The key to successful negotiations lies in understanding both your own goals and the needs of the other party. Knowing these can help you navigate through negotiations with ease and reach agreements that benefit all involved.
