Author: Thorsten Hofmann, C4 Institute, Quadriga University Berlin

Many people perceive things as “true” in negotiations that are often not based on facts but on prejudices or assumptions, creating a “fallacious truth”. This leads to emotionalized decisions. Modern brain research explains why this is particularly dangerous in negotiations.

Negotiations can often become a psychological test of strength. Perhaps you are familiar with this as well. Unfair psychological tricks, the use of authority and personal pressure can cause stress and put you on the defensive. You lose control of the negotiation.

We love talking in negotiations: about us, what we want, why we want it and even more about how the other side’s desires are nonsense. However, on the other side of the table sits the source of information that I can use to improve my outcome. I just have to get the source to bubble.

We are all natural born questioners as children. We keep asking and asking and take nothing for granted. An ability that many of us have forgotten in adulthood.

The success of a negotiation is largely based on psychology. This is nothing new.

To successfully achieve your negotiating goals, you need to prepare strategically for negotiations. An important tool for this is the structure of the negotiation table.

Negotiations can be a real challenge. Whether it’s negotiating in the business world, in politics, or when buying a car, they are often decided by emotions. This is where emotional intelligence (EI) comes into play.

Our brain is a wonderful thing. But sometimes it leads us down the wrong path in negotiations. The reasons for this are unconscious emotions and perceptual errors to which we can succumb.

And why is it so important for you to define your walk-away before you start negotiating?