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?

What do you do if a negotiation has become only about a price? Haven’t the positions already become completely hardened? Is an analysis even still possible? Is there any room for negotiation?

It is not unusual that threats are part of many negotiations. That we do not know how to deal with them, on the other hand, is rather unusual. How to deal with a threat in a professional manner so that it does not become a menace was already covered in the first part of this article.

“The Roman-German Emperor Frederick II of Staufen (1194 – 1250) once said: “Threatening noise is donkey braying. Nevertheless, threats are part of everyday life in negotiations.

In August, the European Union signed a framework agreement for more than 400 million vaccine doses with the pharmaceutical company AstraZeneca[1]. The drug was then approved by the European Medicines Agency on Jan. 29, 2021[2]. However, a week earlier the manufacturer surprised by announcing a reduction in supply[3]. According to the EU Commission, less than 40 percent of the expected quantity was to arrive in the foreseeable future[4].

In our everyday professional life, we repeatedly experience situations which make clear the difference between male and female behaviour. For example: Before the start of a meeting, a projector must first be set up. In this situation, a man asks directly “Can somebody here fix the device?” — a woman, on the other hand, first tries to find the problem herself. And then the parties involved perceive each other very differently, which has an effect on the course of the negotiation that follows. From the woman’s point of view, the man is behaving pompously and arrogantly, whereas the man sees weakness in the woman’s concern.