negotiation gambits to use and tactics to aviod

Last week you focused on the contrast principle gambit, which you wrote about in the Module Eight assignment. This week you will expand your focus to include other gambits, which are outlined in the Module Nine overview. These gambits are often helpful in dealing with a hesitant negotiation partner, as well as in other interpersonal discussions when seeking alignment or agreement.
As you prepare to write this week’s discussion post, first review the article: How to Neutralise Aggressive Negotiators Tactics. https://www.negotiationtraining.com.au/articles/ag…

Then, fill out the Negotiation Gambits Chart. Include the following information:

Identify two potential distributive negotiating gambits that Sharon Slade should consider to advance her agenda.

Identify two negotiating tactics that she should avoid during the negotiating session.

Identify specific gambits that would be the most appropriate for advancing your agenda in the negotiation.

Attachment your chart in your response. Offer your thoughts on the gambits identified and their potential effects on the outcome of the negotiations—both positive and negative. Defend your choices by providing reasons. Suggest other gambits to use with a hesitant negotiation partner to close the deal.

Here are some examples of commonly used gambits used when the negotiation process is almost concluded:

• Nibbling: A technique to gain a minor concession from the other party after negotiations have been finalized. An example would be employees assuming they can take their company-purchased cellphone after their severance agreement has been finalized.
• Good Guy/Bad Guy: A technique to sway or counter the direction of an agreement by bringing in a third party to the process normally not present during the discussion. An example would be employees stating they want to review the proposed agreement with their spouse, and subsequently stating they cannot agree to it as written but can if another concession is made.
• Flinching: A visible physical reaction by the other party meant to communicate a strong negative reaction to the proposal in an attempt to negotiate a more favorable outcome.
• Feel, Felt, Found: Telling the other party you know how they feel, and how you once felt the same way. However, you tell them, you later found out it was not as bad as you had initially thought it would be.

• Contrast Principle: A method of reaching an agreement by contrasting the desired outcome (goal, object) with a less desirable outcome (goal, object). For example, if you were in the market for a used car, you may be interested in a car sitting on the dealer’s lot. When you ask the dealer about it, he states that car was just traded in that day by another customer and the dealership has not yet made it available to the public. An astute salesperson will read your heightened interest in this vehicle and use this information to contrast the value of the car that is unavailable to the public with the ones that are available. The salesperson will highlight the fact that you have an opportunity to purchase a vehicle that may be better than others on the dealer’s lot. This may be an effective way to close the deal, achieving the desired price point (Opresnik, 2014).