566 questions. Minnesota Multiphasic Personality Inventory MMPI. Polygraph testing at the Ministry of Internal Affairs

In political, entrepreneurial, commercial and other areas of activity, business conversations and negotiations play an important role. The study of ethics and psychology of negotiation processes is carried out not only by individual researchers, but also special centers, and negotiation techniques are included in training programs for specialists in various fields.

Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions.

Business conversation involves the exchange of opinions and information and does not imply the conclusion of contracts or the development of binding decisions.

It can be independent, precede negotiations or be an integral part of them.

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.).

The main elements of preparation for negotiations: determining the subject (problems of negotiations, finding partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables , diagrams, samples of offered products, etc.).

The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

• 1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.
• 2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.
• 3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.
• 4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.
• 5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.
• 6. Acceptance. Try to accept the other side and be open to learning something new from your partner.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time day - half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues.

A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.).

The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them.

Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want.

Questions allow a business person to direct the process of transmitting information in the right direction, seize and maintain the initiative, and activate the listener.

Based on these functions, there are 5 types of questions:

• - “Closed” questions are questions that can be answered “yes” or “no.” The trust of the interlocutor can be gained by asking questions at the beginning of the contact that require a “yes” statement. “Closed” questions deprive the other person of expressing his opinion; it cannot be abused.
• - “Open” questions require some kind of explanation; they are asked to obtain additional information and clarify real motives. They begin with the words "What, who, how, how much, why, what is your opinion..."
• - Rhetorical ones do not require an answer, their goal is to raise new questions, point out unresolved problems, and provide support for the speaker’s position through tacit approval.
• - Questions for reflection force you to reflect, comment on what has been said, and make amendments to what has been said.
• - Turning questions keep the conversation in a strictly established direction or raise new problems or switch to something else.

There are the following types of questions.

• - Information questions are designed to collect information that is necessary to form an idea about something.
• - Test questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as I do?”.
• - Directing questions are necessary when you do not want to allow the interlocutor to force you into an undesirable direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.
• - Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”
• - Alternative questions provide the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best - Monday, Wednesday or Thursday?”
• - Confirmatory questions are asked to reach mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion that...?”, “Surely you are glad that...?”
• - Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is skillful. psychological technique, correct use which can provide significant benefits.
• - Introductory questions are designed to identify the interlocutor’s opinion on the issue under consideration. These are open questions that require a detailed answer. For example: “What effect are you hoping for when making this decision?”
• - Orientation questions are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”
• - Unipolar questions - involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.
• - Questions that open negotiations are very important for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem without risking anything, will you be interested?”
• - Closing questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, always accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?” And then, without an additional transition, you can ask a question concluding the negotiations: “Which time for the implementation of this proposal suits you better - May or June?”

Successful conduct of business conversations and negotiations largely depends on partners’ compliance with such ethical standards and principles such as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), specificity.

Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.

Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.

A negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties.

Introduction

Chapter 1. Psychological features of business conversations

1.1 Business conversation as a way of communication

1.2 Methods and techniques for conducting a business conversation

Chapter 2. Psychological features of business negotiations

2.1 Business negotiations, meetings, discussions

2.2 Psychological characteristics of national negotiation styles

Conclusion

Bibliography

Introduction

Communication is a complex socio-psychological process of mutual understanding between people. The pragmatic J. Rockefeller, well understanding the importance of communication for business activities, said: “The ability to communicate with people is the same commodity bought for money, like sugar or coffee. And I am willing to pay more for this skill than for any other product in this world.” But what does it mean to be able to communicate? This means being able to understand people and build your relationships with them on this basis, which presupposes knowledge of the psychology of communication. In the process of communication, people perceive each other, exchange information and interact.

The specificity of business communication is due to the fact that it arises on the basis and regarding certain type activities related to the production of any product or business effect. At the same time, the parties to business communication act in formal (official) statuses, which determine the necessary norms and standards (including ethical) of people’s behavior. Like any type of communication, business communication is historical in nature; it manifests itself in different levels social system and in various forms.

Working with people is one of the most complex, difficult and multifaceted forms of human activity. But sometimes it is not taken into account at all, and managers focus on economic indicators and technological processes. A person is considered simply as a labor force, that is, not as a goal, but a means of fulfilling plans and tasks. This leads to lack of initiative and alienation. However, it is not possible to create a powerful system of motives and incentives that encourage all employees to fully reveal their abilities, work fruitfully and use production resources most efficiently without taking into account human psychology and the socio-psychological patterns of team development.

The relevance of the topic is due to the fact that against the backdrop of the development of the civil service in Russia, a new impetus for development has received professional ethics, in particular the ethics of public servants. Civil service makes various demands on the personality of a civil servant. This type of activity requires constant contact with the public, which, in turn, leads to higher demands on the professional qualities of the employee.

The peculiarity of business communication is that a civil servant in business communication always acts as a person significant to the subject; The main task of such business communication is productive cooperation and protection of the interests of citizens. An important factor here is the ability of a civil servant to receive visitors, conduct negotiations, and have conversations.

Therefore, the purpose of this course work– analyze psychological characteristics preparing and conducting business conversations and negotiations. The object of the study is the psychological characteristics of the process of business communication. The subject of the study is methods of business communication: business conversations and negotiations.

Studying theoretical foundations and modern trends in the process of business communication;

Studying methods and techniques of conducting business conversations and negotiations;

Analysis of the psychological characteristics of business conversations and negotiations.

Methodological basis the structure of the work and the logical connection in it with issues of management psychology were inspired by the developments of domestic scientists in the field of psychology, organizational behavior and management: Stolyarenko A.D., Prikhozhana A.M., Aleksandrovsky Yu.A., Bazarova T.Yu. etc. When writing the work, teaching aids and textbooks on management, monographs and science articles V periodicals.

Chapter 1. Psychological features of business conversations

1.1 Business conversation as a way of communication

Through a business conversation, the desire of one person or group of people to take action is realized, which will change at least one of the parties to a situation or establish new relationships between the participants in the conversation. In the world of business or politics, business conversations are oral contact between interlocutors who have the necessary authority from their organizations or countries to conduct them and resolve specific problems. Business conversations are aimed at implementing the following functions: searching for new directions and starting promising activities; information exchange; control of initiated activities; mutual communication of workers from the same business environment; searches and prompt development of working ideas and plans; maintaining business contacts at the level of enterprises, firms, industries, countries.

Structure of a business conversation: 1. Preparation for a business conversation. 2. Setting the place and time of the meeting. 3. Starting a conversation: making contact. 4. Statement of the problem and transmission of information. 5. Argumentation. 6. Refuting the interlocutor’s arguments. 7. Analysis of alternatives, search for an optimal or compromise option, or confrontation between participants. 8. Decision making. 9. Fixing the agreement. 10. Leave contact. 11. Analysis of the results of the conversation, your communication tactics. Let's briefly consider each of the stages.

1. Preparing for a business conversation, especially on resolving controversial and sensitive issues, is a difficult and responsible task, including drawing up a conversation plan, finding suitable ways to solve problems, analyzing external and internal opportunities, forecasting the possible outcome of the conversation, collecting the necessary information about the future interlocutor , selecting the most compelling arguments to defend one’s position, choosing the most appropriate communication strategy and tactics, pressure, manipulation, requests for help, cooperation.

2. Setting the place and time of a meeting for a business conversation can be carried out in different ways depending on the attitudes of the participants. The position “from above” is implemented something like this: “I’m waiting for you at 16:00 in my office,” but on “foreign territory” the implementation of such a position is difficult. The position “from below” is carried out as a request: “I would like to consult with you, when and where should I go?” The position “on equal terms” sounds something like this: “We need to talk. Let’s agree on a place and time for our meeting.”

In anticipation of the meeting, you should check your readiness for it by asking yourself the following questions: 1) What is the main goal I set for myself in the conversation? 2) Was the interlocutor surprised when I asked him to meet? Showed dissatisfaction? 3) Can I do without this conversation? 4) Is my interlocutor ready to discuss the proposed topic? 5) Am I confident in the successful outcome of the conversation? What objective and subjective obstacles can you expect? 6) What outcome suits or doesn’t suit me, him, both? If the conversation reaches a dead end, is it worth making a compromise? 7) What methods of influencing the interlocutor will I use in the conversation: references to authoritative opinions, to the experience of other institutions, to the extreme importance of the issue being resolved, etc.? 8) What questions will I ask? What questions might my interlocutor ask? 9) How will I behave if my interlocutor: a) agrees with me in everything; b) will resolutely object and use a raised tone; c) will not respond to my arguments; d) will express distrust of my words and thoughts; d) will he try to hide his distrust?

3. Starting a conversation involves meeting and making contact. The type of contact “from above”, “from below”, “on an equal footing”, friendly, neutral, aggressively is established even before the first words, depending on how the person entered, what his posture, gaze, intonation of the first phrases, relative position in space are. Accordingly, “meeting a guest” can be carried out in different ways: from approaching a person... to a slight lift of the chin, a nod, or completely ignoring the person who has entered, delving into his papers. And the greeting can be a smile, a nod, a handshake, a seat, or a pointedly dissatisfied look. All these nonverbal nuances of making contact largely predict the further interaction of the interlocutors.

To start a conversation, four main techniques are most often used: a method of relieving tension, its goal is to establish close contact, includes several pleasant phrases of a personal nature, maybe a light joke; hook method: this can be an unusual question, comparisons, personal impressions, an anecdotal incident, a brief statement of the problem; method of stimulating the imagination: posing a series of questions that should be considered in a conversation, the goal is to awaken interest in the conversation; the direct approach method (directly getting to the point, without introduction), but it is suitable for short-term, not very important business contacts.

4. Statement of the problem and transmission of information is an important stage of the conversation. Setting the goal of a conversation can be different: 1) the goal can be set as a problem (discuss the problem, invite to develop its solution), in this case the responsibility for solving the problem is distributed to both interlocutors; 2) the purpose of the conversation can also be set as a task, a task (a ready-made solution is given, briefly describing the situation itself). If the goal of the conversation is set as a task, then the person is responsible only for completing the task, and whether the problem itself will thereby be solved may not concern him; 3) sometimes (intentionally or unintentionally) the interlocutor is manipulated in a conversation, for example, the goal of the conversation is stated externally as a problem, but the problem situation itself is described in such a way that it pushes the other person to a certain single solution, i.e., it seems that responsibility for solving the problem is shared two, although the method of solution was set by only one person; 4) there is also a “hysterical demonstration of the problem” (“Do what you want, but don’t let me hear any more complaints!”), i.e., the goal is to shift the decision and responsibility for solving the problem to another person.

5. The argumentation phase naturally intertwines with the information transfer phase, here a preliminary opinion is formed, a certain position on this issue is taken both on your part and on the part of the interlocutor, but you can still try to change the emerging opinion (position). To achieve argumentation, it is important: 1. Operate with clear, precise and convincing concepts, since persuasiveness can easily be “sunk” in a sea of ​​words and arguments, especially if they are unclear and imprecise. Arguments must be reliable for the interlocutor. 2. The method and pace of argumentation must correspond to the characteristics of the interlocutor’s temperament: only choleric and sanguine people are able to perceive a high pace and volume of arguments, but even for them, arguments and evidence, explained separately, achieve the goal much more effectively than if they are presented at once (for melancholic and For phlegmatic people, this gradual approach is necessary). Do not forget that “excessive persuasiveness” causes resistance from the interlocutor, especially if he has an “aggressive nature.” 3. Avoid listing facts, and instead state the benefits or consequences arising from these facts of interest to your interlocutor.

6. The phase of neutralizing the interlocutor’s remarks, or the refutation phase, sometimes plays a decisive role in the conversation. If your arguments are met with objections from your opponents, then: a) listen to several objections at once, the interlocutor gets irritated if he is interrupted, and even on the most important thing; b) do not rush to answer until you understand the essence of the objection; c) find out whether the objections are really caused by different points of view or maybe you have formulated the essence of the question inaccurately; d) ask questions in such a way that the interlocutor faces the need to choose between two answer options. Specific questions force the interlocutor to say what needs to be said, regardless of his own opinion (for example, “Ivan Ivanovich, in a word, do you give the green light to our initiative or not?”; if “no” follows, clarify why?).

It is important to quickly analyze the comments and their real reason, choose the appropriate method of “neutralizing” the comments (this can be references to authorities, quotes, reformulation, conditional agreement, approval + destruction, comparisons, the Socratic method through the search for partial similarities and agreement of interlocutors on certain issues to achieve full agreement, “elastic defense”, delay). Proof of the meaninglessness of remarks or emotional reactions of partners, as a rule, lead not to the neutralization of objections, but to an increase in confrontation.

7-8. The phases of searching for an acceptable or optimal solution, and then making a final decision, can be carried out in the style of cooperation, equality and mutual responsibility, or in the form of authoritarian decision-making by one of the partners and voluntary or forced consent, subordination of the other interlocutor. Do not show uncertainty during the decision-making phase. If you hesitate at the moment of making a decision, then do not be surprised if your interlocutor begins to hesitate. Stay calm and analyze based on your positions.

Always leave one strong argument in reserve to support your thesis, in case the interlocutor begins to hesitate at the moment of making a decision. Use credible arguments, as it is better if the interlocutor makes a decision now than later. But if you have a phlegmatic person in front of you, do not be annoyed by the slowness of making a decision or even postponing it or scheduling a new meeting (attempts to emotionally or logically “pressure” a phlegmatic person in order to speed up decision making are often unsuccessful). Remember that with the help of half-truths and “subtle manipulations” you can force your interlocutor to make a decision, but you cannot create correct business relationships. Don't give in too easily to your interlocutor until you have tried all possible methods, or until the interlocutor clearly repeats "no" several times.

9-10. Fixing the agreement and leaving contact is the final “chord” of the conversation. The results of the conversation should be summarized; it is even useful to make notes about the essence of the decision in a working notebook in the presence of a partner (or even draw up an official protocol of the decision). It is useful to set specific deadlines and a way to inform each other about the results of planned actions. Thank your interlocutor and congratulate him on the solution reached. The exit from contact is carried out first non-verbally - the posture changes, the person averts his eyes, stands up - and ends with a verbal farewell “Goodbye”, “See you later”, “All the best”, “Success”, etc.

11. Self-analysis of the results and progress of the meeting allows you to realize the mistakes made and accumulate useful experience for the future, outline further communication tactics, while it is useful to answer the following questions: 1. Did you consistently follow the main line of conversation? Were you able to anticipate the other side's counterarguments? 2. Did you impose your arguments on your interlocutor when developing solutions? If so, then you have sowed the seeds of dissatisfaction and annoyance in your interlocutor, and they may increase in further meetings. 3. Were your comments and objections justified? Were they subjective, did they reflect your mood? 4. Were you able to be tactful throughout the conversation? 5. Were you able to achieve maximum benefit for the business? Did you manage to achieve your intended goals, or, at worst, at least a backup, alternative goal? If not, why did this happen? 6. How should we further build interactions with this partner?

The initiative in business communication is determined by who set the type of contact, determined the form of goal setting, and put forward the accepted idea for a solution. The one who summed up the results of the discussion bears greater responsibility for resolving the problem.

1.2 Methods and techniques for conducting a business conversation

To build an argument, the main methods are used:

The fundamental method is a direct appeal to the interlocutor, whom you introduce to the facts and information that are the basis of your argument. If we are talking about counterarguments, then we must try to challenge and refute the arguments of the interlocutor.

Digital examples play an important role here. The numbers look more convincing. Digital data is the most reliable evidence in all discussions. This happens to a certain extent because at the moment none of those present are able to refute the given figures.

The contradiction method is based on identifying contradictions in the opponent’s argumentation. By its essence, this method is defensive.

The inference method is based on precise argumentation, which constantly, step by step, leads you to the desired conclusion through partial inferences. When using this method, attention should be paid to the so-called apparent causality. Detecting this kind of error is not as easy as in the example of the use of apparent causation in one physics lesson. The teacher asked the student: “What do you know about the properties of heat and cold?” - “In warmth, all bodies expand, and in cold they contract.” “That’s right,” the teacher remarked, “now give some examples.” Student: “In summer it’s warm, so the days are longer, and in winter it’s cold, and the days are shorter.”

The comparison method is of utmost importance, especially when the comparisons are well chosen.

The “yes-but” method. Often the partner makes well-chosen arguments. However, they cover either only benefits or only weak sides. But since in reality any phenomenon has both pros and cons, you can use the “yes-but” method, which allows you to consider other aspects of the subject of discussion. In this case, you need to calmly agree with your partner, and then begin to characterize this subject from the exact opposite side and soberly weigh whether there are more pros or cons here.

The chunk method involves breaking up a partner's performance in such a way that the individual parts are clearly distinguishable. These parts can be commented, for example, like this: “That’s exactly it”; “There are different points of view about this”; “This is completely wrong.” In this case, it is advisable not to touch on the partner’s strongest arguments, but mainly to focus on the weak points and try to refute them.

The “boomerang” method makes it possible to use a partner’s “weapon” against him. This method does not have the force of proof, but it has an exceptional effect if applied with a fair amount of wit. Let's give an example of using this method. Demosthenes, a famous Athenian statesman, and the Athenian general Phocion were sworn political enemies. One day Demosthenes told Phocion: “If the Athenians get angry, they will hang you.” To which Phocion replied: “And you, of course, too, as soon as they come to their senses.”

Ignoring method. It often happens that a fact stated by a partner cannot be refuted, but it can be successfully ignored.

The survey method is based on asking questions in advance. Of course, it is not always advisable to show your cards right away. But you can still ask your partner a number of questions in advance in order to at least basically identify his position. Most often, questions are asked something like this: “What is your opinion about...”. Using this method, you can begin a general argument, during which you deliberately force your partner to state his position.

Visible support method. What is it? For example, your partner has presented his arguments, and now you take the floor. But you don’t object or contradict him at all, but, to the amazement of everyone present, on the contrary, come to his aid, bringing new evidence in his favor. But only for appearances. And then comes a counterattack, for example: “You forgot to provide such facts to support your thought... But all this will not help you, since...” - now comes the turn of your counterarguments. Thus, it seems that you studied your partner’s point of view more thoroughly than he himself, and after that you were convinced of the inconsistency of his theses. However, this method requires particularly careful preparation.

So, we have looked at methods of argumentation based on logical evidence, and now we will look at speculative methods of argumentation, which are better called “tricks” and, of course, should not be used in a serious discussion, but you need to know in order to protect yourself from a dishonest opponent.

Exaggeration technique. Involves generalization of any kind and exaggeration, as well as drawing premature conclusions.

Anecdote technique. One witty or humorous remark, said at the right time, can completely destroy even a carefully constructed argument.

Technique for discrediting a partner. It is based on the following rule: if I cannot refute the essence of the question, then the identity of the interlocutor can be questioned. What should you do if your partner has sunk to this level? Of course, you will not follow his example, but calmly explain to those present his treachery. It is recommended even in some cases to ignore such an attack.

Isolation technique. It is based on “pulling out” individual phrases from a speech, isolating them and presenting them in a truncated form so that they have a meaning completely opposite to the original one. It is also absolutely incorrect to omit what precedes or immediately follows a statement.

Direction change technique. The point is that the partner does not attack your arguments, but moves on to another issue that is essentially unrelated to the subject of discussion. In essence, he is trying to bypass the hot spot and get you interested in other issues. In this situation, you must be extremely careful to promptly prevent any maneuver of this kind.

Misleading technique. Based on the partner communicating confusing information. He deliberately quickly and thoroughly mixes everything up and tries to confuse everyone and thus avoid discussing a topic that is undesirable for him. What to do in this case? Of course, you can’t be shy! It is necessary to examine each point of such a partner’s speech under a microscope and calmly continue the discussion.

Delay technique. Its purpose is to create obstacles to the discussion or delay it. The partner asks questions that have already been worked out and demands clarification on small details in order to gain time. This technique cannot be considered speculative, of course. In this case, it is advisable not to show surprise or embarrassment.

The discussion can be heated, but it must always remain fair. If your partner has convinced you, then you should admit this, since you need to have a lot of courage to admit that you are wrong.

Appeal technique. Represents a dangerous form of “crowding out” the reasoning process. The partner here acts not as a specialist, but as a person appealing for sympathy. Influencing your feelings, he cleverly bypasses unresolved business issues in the name of some vague moral and ethical standards. If a partner uses this technique, you should immediately try to turn the discussion on a “business track”, although this is often very difficult to do, since this technique is aimed at the feelings of the parties and blocks the path to reason.

Question-trap technique. It is based on a set of prerequisites designed for suggestion. These questions are divided into three groups. Repetition. The same question or statement is repeated many times, which sooner or later weakens your critical thinking. Alternative. Alternative questions “close the horizon”, implying only those answers that correspond to your partner’s concept. Counter questions. Instead of checking and possibly refuting your evidence, your partner asks you counter-questions. It’s best to immediately distance yourself from them: “I will be happy to consider your question after your answer to my question, which, you see, was asked earlier.”

Distortion technique. It represents a blatant distortion of what we said, or a reversal of emphasis. Demagogy is very close to the technique of distortion, i.e. a set of techniques that make it possible to create the impression of being right without being right. Demagoguery is between logic and lies, differing from logic by defending incorrect judgments, and from lies by leading the listener to false conclusions, without formulating these conclusions, leaving it to the interlocutor himself. Demagoguery has several varieties.

Demagogy without violating logic finds its expression in the following techniques: omission of facts that the interlocutor cannot suspect, but which change the seemingly obvious conclusion; omission of a fact that is visible and perceived by the interlocutor “by obviousness”, which leads to an incorrect conclusion; omission of facts that change the conclusion, which the interlocutor can guess only if he does not trust the speaker; creating mistrust in the interlocutor towards any fact by “increasing” mistrust in stages. Demagoguery with an imperceptible violation of logic: the use of a logical error when a temporary relationship is interpreted as cause-and-effect; from A follows either B or C, but C is not mentioned; it is implied that if B follows from A, then A necessarily follows from B. Demagogy without connection with logic: the use of “one-time action” verbal blocks; an answer to an unasked question, but related to the topic; reference to non-specialist authority; mixing true and false statements in one phrase; an incorrect statement contained in the question; admitting your small and insignificant mistakes. Let us now consider argumentation tactics, which differ significantly from the technique described above. Thus, if the technique of argumentation covers methodological aspects, i.e. How to build an argument, then argumentation tactics presuppose the art of using specific techniques. In accordance with this, technique is the ability to present logical arguments, and tactics is the ability to choose the most suitable ones for a given particular case.

What are the main provisions of argumentation tactics? Using arguments. The argumentation phase has three levels: the level of the main arguments that you operate in the process of argumentation itself; the level of auxiliary arguments with which you support the main arguments and which are rarely used more than once (they are used only in the argumentation phase); the level of facts with the help of which all auxiliary, and through them, the main provisions are proven (facts have the status of “ammunition” - they can be “fired” only once).

You present your main arguments at every opportunity, but whenever possible, each time in a new place or in a new light. If we are talking about long-term negotiations, then you should not immediately use all the weapons in your arsenal - you need to leave something for last. When laying out arguments, you should not rush to make decisions. (Voltaire said: “Too quick conclusions are the result of delayed reflection.”)

Choosing a method of argumentation. Depending on the characteristics of the partners, different methods of argumentation are chosen. So, for an engineer, a few numbers will mean more than a hundred words. In this case, a fundamental method with digital data should be applied.

Elimination of contradictions. It is important to avoid escalation or confrontation. If all this happens, you need to immediately restructure and make peace with your partner so that the following issues can be considered without conflict and professionally. There are some features here:

Critical questions are best addressed either at the beginning or at the end of the argumentation phase;

On particularly sensitive issues, you should talk with your partner in private before the start of negotiations, since much greater results can be achieved face to face than in the meeting room;

In extremely difficult situations, it is useful to take a break to cool your head and then return to the same issue.

"Appetite stimulation." It is most convenient to offer your partner options and information to first arouse his interest, and then (based on “provoked appetite”) indicate possible solutions with a detailed justification of the advantages.

Two-sided argumentation. Can be used when you point out both the strengths and weaknesses of a proposed solution. In any case, you should point out shortcomings that the partner could learn about from other sources of information.

One-sided argumentation can be used in cases where the partner is less educated, or he has already formed his own opinion, or he openly expresses a positive attitude towards your point of view.

The order of advantages and disadvantages. It is known from psychology that the decisive influence on the formation of a partner’s position is exerted by initial information, i.e. During the argument, the advantages are listed first, and then the disadvantages.

The reverse order, that is, the disadvantages are listed first and then the advantages, is inconvenient because your partner may interrupt you before you get to the advantages, and then it will be really difficult to convince him.

Personification of argumentation. You must first try to identify your partner's position and then incorporate it into your argument, or at least not allow it to contradict your argument. This is most easily achieved through direct appeal, for example: “What do you think about this?”, “How do you think this can be done?” You can also express your approval, for example: “You are absolutely right!” By admitting that you are right or supporting your partner, you will make him feel obligated. As a result, he will accept your argument with less resistance.

In all cases, the argument must be conducted correctly. You should always openly admit that your interlocutor is right when he is right, even if it is unprofitable for you. This gives you the right to expect and demand the same behavior from your interlocutor. Moreover, by doing so you are not violating business ethics.

If you want to criticize your interlocutor without offending him, point out similar mistakes in others, not directly, but indirectly, or talk about your own mistakes first. It is always easier to listen to criticism if the critic begins by admitting that he is far from sinless.

Chapter 2. Psychological features of business negotiations

2.1 Business negotiations, meetings, discussions

In life practice, ineffective strategies of behavior in controversial issues are more common, such as: 1) rigid dominance of one side and, accordingly, forced submission, capitulation of the other side or open confrontation of the parties; 2) “soft compliance”, aimed at avoiding confrontation and leading to a compromise solution or to a win for the “hard” participant. Supporters of the “hard” approach (W) set themselves the goal of “winning” at any cost, demand concessions from the other side, do not trust their negotiating partners, threaten them, and look for a solution that is most beneficial for themselves.

Supporters of the “soft” approach (M) set a goal to reach an “agreement”, therefore they make concessions to develop relations, make proposals, allow unilateral losses to achieve agreement, try to be friendly, trust partners, look for a solution that partners will “accept” negotiations. The following outcomes are possible: F + F = rupture, confrontation, less often capitulation; F + M = gain F; M + M = compromise solution. These are all varieties of positional bargaining, and the more participants defend their positions, the more difficult it is for them to change their initial position, “arrogance to save face” kicks in and achieving agreement becomes less and less likely, since positional bargaining psychologically turns into a competition of wills to force the other side to change its position.

The most effective negotiations in principle (on the merits of the case), aimed at cooperation and the search for a reasonable agreement in principle. Principal negotiations involve the following procedures:

1. Acknowledge the existence of a conflict, frame the conflict as “Our problem.”

2. Make a distinction between the negotiators and the subject of the negotiation: separate the people from the problem, that is, take a soft, friendly, respectful course in dealing with people, but stand on a firm platform when solving the problem.

3. Focus on interests, not positions, because the goal of negotiations should be to satisfy the underlying interests of the participants. The position adopted in negotiations often hides what one or another side really wants, so the main attention should be paid not to the positions of the participants, but to the analysis of common interests.

4. Analyze which interests are most important, what are the objective obstacles, separate them from the subjective opposition to the will and desires of the participants.

5. Try to develop mutually beneficial options that take into account common interests and reconcile divergent interests. Develop multiple choices by discussing and putting forward alternative ideas for solving the problem, but pushing the decision back further late date.

6. Search for an objectively fair or mutually acceptable criterion, norms for solving the problem, so that the agreement reflects some fair, objective norms, criteria (for example, market prices, expert opinion, laws, customs, etc.), and does not depend on bare the will or whim of each party. The main thing is to try to achieve a result, guided by criteria that have nothing to do with the competition of wills, and to yield to arguments, not to pressure.

7. Achieve agreement and implement the plan. If these rules are observed, it is possible to carry out negotiations “without defeat”.

It often happens that in the process of conducting commercial negotiations a partner turns out to be a manipulator, i.e. a person who tries to use an opponent and his personal characteristics and “weaknesses” to achieve his own selfish goals. To do this, he uses the following techniques.

Deliberate deception. The partner claims something that is obviously false. However, if you express doubt, he pretends to be offended and even insulted. What to do in this case? First of all, you should “separate” this person from the problem being solved together with him. If you have no reason to trust him, don't do it. But that doesn't mean you should call him a liar. Negotiations must continue, but without trust.

Therefore, when you feel that your partner is giving false facts, do not immediately try to catch him in a lie. Tell that partner that you are negotiating whether you trust or distrust him, and that you are going to check all his factual statements, since this is your principled position in the negotiations. Such statements should always be made in a very correct form with appropriate apologies in this case.

Doubtful intentions. If the intention of the other party to fulfill the agreement is doubtful, then, for the sake of decency, having expressed confidence in its honesty and the low probability of violation of the terms of the agreement on its part, include clauses in the contract that ensure the fulfillment of obligations, and even better - specific strict sanctions in case of non-compliance with the terms of the agreement.

Unclear powers. Just when you think that a firm agreement has been reached, the other party tells you that it does not have the authority or right to make the final decision and make concessions and must now obtain the other person's approval. In this case, the following tactic is recommended: before starting negotiations, ask: “What exactly are the powers you have in this case?” If you receive an evasive answer, reserve the right to reconsider any point in the negotiations or demand a conversation with a person who has real rights. If the situation in question arose at the end of the negotiations, you can say to your partner: “If your management approves this project, we will consider that we have agreed. Otherwise, each of us is free to make any changes to the project.”

Intentionally choosing a bad place to negotiate. If you suspect that the environment is working against you, that the uncomfortable room was deliberately chosen so that you strive to quickly end negotiations and are ready to concede at the first request, what should you do in this case? First of all, you need to try to understand the reasons for your unpleasant feelings and discuss your proposals with the other side. Say you're uncomfortable. Offer to take a break, move to another more convenient room, or agree to reschedule the meeting for another time.

Concluding our consideration of manipulative negotiation techniques, we will indicate a general tactical rule for countering the use of such techniques. Its essence is to promptly recognize the partner’s tactics, openly declare its presence in his behavior and question the legality and desirability of such tactics, i.e. discuss it openly.

If your partner behaves destructively, declares his firm position, criticizes your proposal, and generally strives to do only what provides the maximum benefit for himself, begin negotiations by considering those points that you and your partner do not raise objections. During discussions and argumentation of your position, you should not try to convince your partner that his point of view is wrong. Such behavior can only cause him irritation.

A business meeting can involve 7-9, maximum 12 people; a larger number of participants can reduce work efficiency. The topic of discussion should be determined in advance so that participants can prepare professionally, think through their proposals, and even prepare relevant reports. The spatial arrangement of the participants in the form of a “round table” is important to enhance interaction. The leader of the meeting must first express the hope that the meeting will be businesslike and constructive in nature, during the meeting follow the rules, “keeping” the speakers within the framework of the topic under discussion, involving “ inactive”, stopping the “talkative”, determining the order of giving the floor, asking the necessary questions, paraphrasing and summing up interim results, giving a final comment on the meeting.

There are three stages.

1) Statement of the question: introduction to the matter, formulation of the question, formulation of the initial position, formulation of the question.

2) Forming an opinion on ways to solve the issue: collecting data, studying all sides of the issue, re-formulating the main problem, searching for alternative solutions, putting forward proposals, summing up the preliminary results of the discussion, developing main directions, discussing the consequences of various possibilities for solving the issue.

3) Decision making: conclusions from stage 2, agreements, decisions.

It should be remembered that a business meeting involves the possibility of criticizing subject positions, and not the personal characteristics of the one who expressed it, and it is recommended to follow the rule: first note the coincidence of positions, and then discuss the differences between different positions and approaches to solving the problem, convincingly arguing the advantages and disadvantages of each alternatives. If you come under fire, it is useful to turn the attack on yourself into an attack on the problem: “I’m glad that you are concerned about the same issue and are trying to find the best solution...”. The main thing is not to win the argument, but to move forward in solving the problem. It is important to treat your position not as the only possible and only correct one, but to be able to understand and even accept a different opinion, to be permeable to a different opinion. In order to remove the passivity of participants, the following can be used: 1) statements in a circle or 2) the “brainstorming” method. When there is a conflict of opinions, there can be two forms: competitive-competitive and cooperative-cooperative. In order to reduce hostility in the competition of opinions, conciliation commissions or groups can be created, including participants with opposing views, who must determine the points on which their opinions converge, find points in someone else’s position that they like or may be useful for an optimal solution to the problem.

Various forms of behavior of participants at the meeting:

a) constructive role: taking initiative, (re)presenting the problem, making proposals, asking for information, opinions, thoughts, communicating information, opinions, ideas, identifying connections between available data, assessing the problem;

b) facilitating the progress of the meeting: supporting, stimulating speakers, “clearing the way”, formulating and monitoring compliance with the rules established in the group, organizing the group process and forming public consciousness, mediation, searching for compromises, relieving tension;

c) negative role: aggressive behavior blocking decision making, “narcissism,” competition, seeking sympathy.

Discussion is the process of promoting and resolving problems through comparison, collision, assimilation, and mutual enrichment of the participants’ subject positions (the participants’ opinions on the essence of the problem being solved). There are stages of business discussion: 1. Making contact. 2. Statement of the problem (what is being discussed, why, to what extent the problem needs to be solved, what is the purpose of the discussion). 3. Clarification of the subject of communication and the subject positions (opinions) of the participants. 4. Extension alternative options. 5. Confrontation of participants. 6. Discussion and evaluation of alternatives, search for elements of similarity. 7. Establishing agreement through choosing the most acceptable or optimal solution. An ineffective discussion often ends at the stage of putting forward alternative positions and confrontation between participants, without reaching the level of joint problem solving.

The role of the leader in the discussion is great. He must:

1. formulate the purpose and topic of the discussion (what is being discussed, why the discussion is needed, to what extent the problem should be solved). The purpose of the discussion may be: 1) collecting and organizing information on the issue under discussion; 2) search for alternative approaches to solving the problem, their justification; 3) selection of the optimal alternative.

2. set the discussion time (20-30-40 minutes or more);

3. interest the participants in the discussion (present the problem in the form of some kind of contradiction);

4. achieve an unambiguous understanding of the problem by all participants by checking this with control questions or asking participants to ask questions;

5. organize an exchange of opinions (among others or in a circle);

6. activate the passive (turn to the silent one with a question, asking for help);

7. collect as many proposals as possible for solving the problem under discussion (express your proposals after listening to the opinions of all participants);

8. avoid deviations from the topic (tactfully stop, remind about the goals of the discussion);

9. clarify unclear provisions, stop value judgments about the identity of the participants;

10. help the group come to a consensus;

11. at the end - a clear summary, formulation of conclusions, a range of solutions, comparison of the goals of the discussion with the results obtained, emphasizing the contribution of everyone to the overall result, praising, thanking the participants.

2.2 Psychological characteristics of national negotiation styles

The American style of negotiation is distinguished by a fairly high level of professionalism. IN American delegation It is rare to meet a person who is incompetent in the issues being negotiated. Moreover, compared to representatives of other countries, members of the American delegation are relatively independent when making decisions. When solving a problem, they strive to discuss not only general approaches, but also details related to the implementation of agreements. They are characterized by openness, energy and friendliness. Such partners are impressed by a less formal atmosphere of negotiations.

At the same time, Americans often show egocentrism, believing that when negotiating their partner should be guided by the same rules as them. As a result, misunderstandings may arise on the part of other negotiators. Therefore, if during negotiations you do not know anything about the information that is being presented to you, then accept it as already known to you. Americans react quickly to everything and demand the same from their partner. When negotiating with the American side, you must clearly say what you are doing and why it is beneficial for your partner to negotiate with you and not with other companies. If you cannot do this, then the Americans will not waste time figuring out your advantages. It’s easier and faster for them to find another alternative company that knows everything about itself. As you negotiate, keep your focus on your American partner's goals and on helping him achieve those goals. If your suggestions help in achieving them, then he will definitely be interested in you. But these proposals must be real and specific.

Most often, American partners show too much assertiveness and even aggressiveness when concluding commercial agreements. This can be explained by the fact that they, as a rule, have a fairly strong position, which cannot but affect the course of negotiations. These partners are quite persistent in trying to realize their goals, they like to bargain, and in the event of an unfavorable position, they get stuck various questions into one “package” to balance the interests of the parties.

The English style of conducting commercial negotiations is characterized by the fact that English partners devote very little time to preparation issues. They approach such negotiations with a great deal of pragmatism, believing that depending on the position of the partner in the negotiations themselves, the best solution can be found. At the same time, they are quite flexible and willingly respond to the initiative of the opposite side. English partners are characterized by a pragmatic approach to business and empiricism. Traditional for them is the ability to avoid sharp corners. English businessmen are among the most skilled in the Western business world. They have developed a certain ritual of business communication, which must be strictly adhered to. So, before starting negotiations with them, it is necessary to at least in general find out the corporate structure of the market for a particular product, the approximate price level and the trend of their movement, as well as obtain information about the features of the company you need and about the people who work in it . And only after that can you arrange a meeting.

It is better to start negotiations with English partners not with the subject of discussion, but with purely everyday problems: weather, sports, children, etc. Try to win them over, show them that for you, universal human values ​​are, if not higher than commercial interests, then at least equal to them. It is necessary to emphasize your goodwill towards the British people and the ideals they share. All questions must be consistent and correct. During the conversation, try to recognize your partner's inclinations and habits. It is equally important to remember to pay attention to those with whom you have ever met or negotiated. English Special attention in commercial negotiations, they pay attention to the duration of the period of contacts with partners. The longer the relationship, which is also supported by purely friendly relations with the partner, the easier it is for an English businessman to conclude a deal, if not to his detriment, then with very little benefit.

The French style of conducting commercial negotiations is different in that French businessmen try to avoid formal one-on-one discussions of specific issues.

During negotiations, French partners are very careful to maintain their independence. However, their behavior can change dramatically depending on who they are dealing with.

Such partners pay great attention to preliminary agreements and prefer, if possible, to discuss certain issues in advance. Compared to representatives of the American side, the French are less independent when making final decisions.

French negotiators traditionally focus on logical evidence and proceed from “general principles.” They negotiate quite harshly and, as a rule, do not have a “back-up” position. Most often, they choose a confrontational type of interaction, although they strive to preserve the traditional behavioral traits of the French nation: courtesy, politeness, courtesy and a penchant for jokes and ease in communication.

The German style of commercial negotiations, in contrast to the French style, is characterized by greater dryness and pedantry. In addition, German partners are always very prudent. They enter into negotiations only when they are confident that a solution can be found.

When negotiating with German merchants, it is necessary to take into account their passion for accuracy, punctuality and strict regulation of behavior. You need to pay attention to your commitment to titles. Therefore, even before the start of negotiations, all titles of each member of the German delegation should be clarified.

In the process of discussing with such partners their and their positions, one must strive for clarity, clarity and brevity and not use empty, meaningless words and expressions. All suggestions and comments must be of a purely business and specific nature.

The Japanese style of conducting commercial negotiations is characterized by the fact that Japanese representatives, when they are given large concessions, respond in kind. In any negotiations with them, threats have very little effectiveness, although the Japanese themselves, in negotiations with weaker partners, can use threats as a method of pressure. During official negotiations, the Japanese side seeks to avoid conflict of positions. It is not characterized by any special shifts in position or significant changes in negotiation tactics. At the same time, Japanese businessmen pay a lot of attention to developing personal relationships with partners. Therefore, you should not deal with human problems coldly and indifferently, because by doing so you can affect the emotional state of your Japanese partner. Show that you are friendly and sincere. These features are especially attractive to him.

The Japanese demonstrates attention in every possible way by listening to the interlocutor. Often such behavior is interpreted by Europeans as an expression of agreement with the point of view expressed. In fact, it only encourages the interlocutor to continue the conversation. When negotiating with the Japanese, confusion occurs due to the fact that in Japanese the words “yes” and “no” are somewhat different from how they are used in other languages. In Japanese, “yes” does not necessarily mean agreeing with what is being said. Sometimes it is used to assert that what has been said has been heard or understood, rather than to indicate agreement.

When negotiating with Koreans, you must keep in mind that they never want to show their misunderstanding or refuse their interlocutor. And if any of them nods their heads, this does not mean agreement. In many cases, pride and fear of “losing face” simply do not allow them to detect misunderstanding. That is why there are so many situations when the parties are sincerely convinced that they have reached an agreement, but everyone understands it in their own way, which is determined subsequently.

Koreans do not openly talk about their disagreement with their partner and do not prove him wrong (and they expect the same from their interlocutor). But if the decision is made, the Korean side expresses its readiness for immediate action. Therefore, Korean businessmen are perplexed and even irritated by evasive answers like: “We need to think about it” and lengthy approvals. They are also very disappointed when those who come to negotiate with them do not have the authority to make responsible decisions.

Negotiations with Chinese partners include technical and commercial stages. At the first stage, the success of negotiations depends on how much you can convince your partner of the benefits of cooperation with you. Therefore, it is necessary to include highly qualified specialists who are capable of solving complex technical issues on the spot, as well as good translator who knows the specific terms of your business. Then the commercial stage of negotiations begins. Chinese companies, as a rule, have well-trained and experienced personnel, have extensive market information, and during negotiations often refer to previously concluded contracts with great benefit for themselves. Your commercial position should be based on a good knowledge of global market conditions and supported by competent technical and economic analysis and specific materials.

The Arabic style of commercial negotiations involves establishing trust between partners. For businessmen of Arab countries Persian Gulf characterized by self-esteem, respect and correct attitude towards their colleagues. Before expressing an opinion on a particular issue, they prefer to defiantly consult and express a collective point of view, rather than emphasizing their role in decision-making and negotiations.

One of the conditions for achieving success in negotiations with the Arabs is observance and respect for local traditions. When solving any problem, they do not so much predict the development of events as focus on the past, constantly turning to their roots. The main feature of their behavior is the continuation of the historical traditions of their country. Of all types of interaction with partners, they prefer bargaining.

For such partners great importance has a level at which negotiations are conducted, since most Arabs are supporters of strong governance and administrative rules of conduct. They also prefer to work out the details of the issues being discussed in advance. Their behavior is very strong in Islamic traditions, which have a significant impact on the course and nature of the negotiation process.

The Russian style of conducting commercial negotiations is now of great interest to foreign entrepreneurs, because last years Contacts between them and our businessmen have expanded dramatically in all areas and will continue to expand in the future. According to American businessmen, the main distinguishing feature of the Russian style of negotiation is that we pay attention mainly to common goals and pay relatively little attention to how they can be achieved.

At the same time, questions of how to achieve this or that goal are key, for example, for American negotiators. Such a discrepancy regarding details can delay the development of joint agreements, and in some cases, even slow down the negotiation process. When solving problems in negotiations, Russian businessmen prefer to act carefully and not take risks. If there is a choice between more or less risky solution options, the second option will most likely be chosen. Fear of risk also entails a limitation of initiative. Therefore, at least until recently, our negotiators mainly reacted to what their partners proposed, rather than putting forward their own solutions.

Russian negotiating tactics are also distinguished by the fact that our side often tries to take a strong position at the beginning of negotiations, characterized by a significant increase in demands. Then, after lengthy discussions and concessions, the positions of the parties converge. At the same time, our businessmen view compromise as a sign of weakness, so they are very reluctant to resort to it. Techniques are often used to gain advantages during negotiations. Most businessmen in our country who have recently started running their own business often approach negotiations rather strangely, from the point of view of their foreign colleagues. "When two Canadians discuss a business proposal, they think, 'We'll team up to make the pie bigger, so everyone gets more.' Our managers have a different psychology. They believe that the size of the pie is known, and the task is to cut off a larger piece for themselves.

Feature of behavior Russian participants negotiations, noted by American researchers, is a rapid change in moods and attitudes towards a partner: from an extremely friendly disposition to an official one, excluding any personal sympathy.

Conclusion

Business communication is a necessary part human life, the most important type of relationship with other people. Ethical standards are the eternal and one of the main regulators of these relations. But depending on how a person understands and implements these norms, and to what extent he takes them into account, he can either make business communication easier for himself, make it more effective, help in solving assigned tasks and achieving goals, or make this communication more difficult or even difficult. make it impossible.

Through a business conversation, the desire of one person or group of people to take action is realized, which will change at least one of the parties to a situation or establish new relationships between the participants in the conversation. In the world of business or politics, business conversations are oral contact between interlocutors who have the necessary authority from their organizations or countries to conduct them and resolve specific problems.

Business conversations are aimed at implementing the following functions: searching for new directions and starting promising activities; information exchange; control of initiated activities; mutual communication of workers from the same business environment; searches and prompt development of working ideas and plans; maintaining business contacts at the level of enterprises, firms, industries, countries.

In recent years, no matter how paradoxical it may sound, not a single new fundamental principle for conducting a business conversation has been discovered. Although there has been significant progress in the development of techniques and tactics for conducting conversations, as well as the systematization and organization of accumulated experience and knowledge in this area, especially based on the combination of this knowledge with the findings of rhetoric, psychology and sociology.

When conducting business conversations and negotiations, one should take into account the psychological characteristics of their preparation and conduct, namely:

The specificity of business communication is manifested in the fact that it arises on the basis of and regarding a certain type of activity, the subject of communication is business;

The partner always acts as a person significant to the subject; communicating people are distinguished by good mutual understanding in matters of business;

In business communication, intuitive premonitions often appear that help make the right decision in complex, uncertain situations;

Variety of types of interlocutors;

More than 50% of the success of business conversations and negotiations depends not on what the manager says, but on how he speaks, looks, what impression he makes, i.e. from his image.

Therefore, it is useful for a manager striving for the top of his profession to know the basic principles of conversation and develop them through practice to perfection. Only on the basis of a theoretical basis and persistent independent work and exercises can and should he simultaneously apply those discussed in this work principles and methods of conducting business conversations and negotiations:

1. attract the attention of the interlocutor - the beginning of a conversation, negotiations;

2. arouse interest in the interlocutor - transfer of information;

3. detailed justification - argumentation;

4. identify interests and eliminate doubts of the interlocutor - neutralization, refutation of comments;

5. transformation of the interests of the interlocutor into the final decision - decision making.

Knowledge and practical application of the best techniques for conducting conversations, meetings, conferences, and negotiations help organize a friendly team and its well-coordinated work.

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In political, entrepreneurial, commercial and other areas of activity, business conversations and negotiations play an important role. Not only individual researchers, but also special centers study the ethics and psychology of negotiation processes, and negotiation techniques are included in training programs for specialists in various fields.

Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions.

Ethics and psychology of business conversations and negotiations

Business conversation involves the exchange of opinions and information and does not imply the conclusion of contracts or the development of binding decisions. It can be independent, precede negotiations or be an integral part of them.

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.).

The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables, diagrams, samples of offered products, etc.).

The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

• 1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.
• 2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.
• 3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.
• 4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.
• 5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.
• 6. Acceptance. Try to accept the other side and be open to learning something new from your partner.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.).

The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. There are the following types of questions.

Information questions are designed to collect information that is necessary to form an idea about something.

Test questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as I do?”.

Directing questions are necessary when you do not want to allow the interlocutor to force you into an undesirable direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.

Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”

Alternative questions provide the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best - Monday, Wednesday or Thursday?”

Confirmatory questions are asked to reach mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion that...?”, “Surely you are glad that...?”

Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is a skillful psychological technique that, when used correctly, can provide significant benefits.

Introductory questions are designed to identify the interlocutor's opinion on the issue under consideration. These are open questions that require a detailed answer. For example: “What effect are you hoping for when making this decision?”

Orientation questions are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”

Unipolar questions involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.

Negotiation-opening questions are essential for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem without risking anything, will you be interested?”

Closing questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, always accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?” And then, without an additional transition, you can ask a question concluding the negotiations: “Which time of implementation of this proposal suits you better - May or June?”

Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

Accuracy . One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty . It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact . Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

Listening skills . Listen carefully and with concentration. Don't interrupt the speaker.

Specificity . The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.

And, lastly, a negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties. Fundamentals of Entrepreneurship.//Ed. Yu.M. Osipova. - M.: Humanitarian knowledge, 2004. - P. 117

Business breakfast, lunch, dinner

Quite often, business conversations take place in an informal setting (cafe, restaurant). This requires the ability to combine solving business issues with meals. Usually there is a business breakfast, lunch, and dinner. Some people unite them general principles, applicable in all three cases, in particular, generally accepted table manners. However, each of these forms of business communication has its own characteristics.

Business breakfast - the most convenient time for meetings of those who work hard during the day. Duration - about 45 minutes. Not recommended for a business meeting between men and women.

Business lunch allows you to establish a good relationship with partners, get to know clients better. At noon a person is more active and relaxed than at 7-8 o'clock in the morning. The duration of a business lunch is not strictly regulated and is usually one to two hours, of which up to half an hour is taken up by small talk, which usually precedes the business conversation.

Business dinner It is more formal in nature than breakfast or lunch, and in terms of the degree of regulation it approaches a reception. This determines the type of invitations (written, not telephone), the features of clothing (dark-colored suit). The duration of a business dinner is two hours or more.

When deciding to organize (accept an invitation to) a business breakfast, lunch or dinner, you need to think about your goals and understand whether a more relaxed atmosphere of the feast will contribute to their solution. It may be easier to resolve these issues in the office or over the phone. Each meeting related to a feast can take from one to three hours, and you need to treat your own and other people’s time with the utmost respect.

Meeting point. When choosing a meeting place, it is necessary to show good manners and tact. When you are interested in a conversation, you can show your respect for the person by setting a meeting place closer to his place of work. The level of the restaurant should correspond to the position occupied by the people you invite.

Organization. It is necessary to strictly adhere to pre-agreed agreements on the place, time and composition of meeting participants (who, where and when will meet). Only if absolutely necessary can changes be made to the pre-approved plan. So, if you intend to meet someone privately over breakfast, and the invitee calls you and announces that he intends to show up with his secretary and someone else, you must decide whether such a meeting is in your interests and Is it really worth carrying out?

Seating at the table. If a pre-order is made, good tone instructs to wait until all the invitees have gathered and only then sit down at the table. If you have to sort out papers and you are only meeting one person, it is preferable to sit at a table for four rather than for two. In this case, there will be good reasons to ask the person to sit to your right rather than across from you.

Payment. Either the person who first suggested meeting or the person in a higher position must pay the bill. If the situation could be misconstrued as an attempt to gain someone's special favor, it should be suggested that everyone pays for themselves. This is especially true for representatives of the media and government officials at all levels: breakfast of a journalist or official at someone else’s expense may be considered an attempt to influence the press or a manifestation of corruption in the authorities state power. However, the most general approach would still be this: the inviter takes on all expenses.

Gratitude. After a business breakfast, lunch or dinner, it is customary to at least thank the person who invited you. More appropriate, however, is a thank-you note, although this element is often neglected in business relationships. Yanovsky A., M. Yanovskaya. Ethics of entrepreneurship. - M.: Economy and Law, 2003. - p. 125

Any issue that may arise in our lives can be resolved through communication. By talking with people on whom the further outcome of the situation depends, you can, accordingly, achieve different results. This is an elementary and basic rule of communication that applies everywhere in human society.

The same rule applies in the business environment. Any actions that involve the will of others can be discussed and agreed upon. Thus, each party can subsequently know what to expect in a given situation. This approach is expressed in the form of a negotiation process, which often precedes the implementation of some important operations and combinations.

The essence of the negotiation process

Let's start with the most general: what is the essence of the negotiation process? After all, if you think about it, you can act in a given situation without the consent of other people. Each of us is independently responsible for our actions - so why not adhere to this rule and simply abandon the idea of ​​​​conducting business negotiations?

That's right - we can say that this process is optional and, of course, it is not at all necessary to negotiate with other people. True, the consequences of such an approach can be quite unfavorable for the one who takes responsibility for these actions.

Therefore, business negotiations are a very important and at the same time necessary stage that is present in any type of business. With its help, you can find out what your counterparty thinks about a particular issue, what goals he sets for himself, and at what level he assesses the situation that has developed under certain conditions. Having received this information through a discussion of your issue, in the future you will be able to use it for its intended purpose, choosing your own business strategy.

Basis of negotiations

It is also necessary to understand that, at its core, business negotiations involve communication. This is a kind of social bridge between people, which is expressed in a willingness to help each other. In turn, this means the following: in order to conduct a dialogue on any issue, it is necessary to demonstrate your interest in a favorable solution to the current situation, as well as show your readiness to seek and implement this solution. Only under this condition can business negotiations bring any fruit to its participants in the form of consensus or compromise.

Kinds

There are many types of negotiations, divided by form and substance. For example, we can distinguish between internal (conducted between departments of one company) and external (with the involvement of outside contractors) negotiations. You can also recall formal and informal negotiations (the latter, rather, can be called a conversation), the difference in which lies in the degree of formality - the presence of documentary evidence of certain points, keeping minutes, the topics to which this meeting is devoted.

Depending on their nature, negotiations can be divided into counter and partnership. The first ones are carried out when partners need to resolve the conflict that has arisen by reaching some kind of neutral solution that would suit all parties. This type of negotiation can be conducted quite aggressively, since their main goal is to “win” on a particular issue. The partnership option, in turn, is rather the achievement of agreements that are friendly from the point of view of interests. At such meetings aspects of partnership, cooperation and further joint development can be discussed.

Techniques

Any communication occurs using special techniques that participants use to achieve their own goals. The same can be said about the negotiation process.

It should be noted that you should use tools of influence on your partner in several situations. One of them is the impossibility of reaching general agreement. A typical case is when one party insists on compliance with conditions that the other cannot agree to in principle. In this case, each of the participants in the process is tested “for strength”. In addition, in such situations it becomes clear that the maximum that each party can offer to achieve any result. If it becomes clear, for example, that one of the partners really gave up a lot in order to complete the deal, and the second one unshakably stands his ground, perhaps in this case the negotiations should be stopped.

In general, the main tool with which negotiations should be completed is the search for common interests in the interests of both parties. This is done very simply - each participant in the process describes what interests him and what conditions he is ready to agree to. In the future, a line is drawn that will summarize all the proposals and find commonality in them. The compromise solution that the parties were looking for should be based on this.

Differences in business negotiations

Of course, negotiations differ depending on what is their immediate subject. If we are talking about business, then this environment has its own characteristics that distinguish them, for example, from informal agreements.

First of all, it is a clear focus. Partners who have gathered to hold a dialogue on one issue or another know exactly what they want. Accordingly, the discussion of the subject that they conduct is aimed at achieving some common interest. Since we are talking about business negotiations, such interest may be of a commercial nature.

The second difference, which is part of the peculiarities of business negotiations, is mutual respect and equality of participants. Even if the situation that became the reason for negotiations presupposes different positions of the partners, at the level of business communication the participants must treat each other equally, avoiding inequality in status. However, this characteristic rather relates to etiquette (more on this a little later).

Business negotiations can be carried out both collectively and individually - depending on who is the representative of one or another party; and also from the one who takes responsibility for the decisions made.

How are the negotiations going? Stages

In order to understand what business negotiations are, an example of such agreements will be the best visual aid. And you don’t need to look far for it - pay attention to how agreements are created between some advanced state companies like Gazprom and Rosneft. We see the following stages of this process: identifying a problem that needs a solution; creating tools to resolve the issue (each side is looking for arguments in its favor); appointment of direct negotiations. During the last stage, they include: determining the position of each party, communicating it to the partner and a certain result - what exactly the representatives want to achieve on a particular issue.

Thus, we can distinguish three main stages - presenting your point of view, accepting the position of your partner and the result - determining those fundamental provisions with which you agree. Your interlocutor does the same. The peculiarities of business negotiations are such that after going through all three stages, you will receive either a common position on the issues that interest you, or a partial solution. If the negotiation process has dragged on and brought virtually no benefit, we can talk about failure and new attempts to establish contact. Perhaps, in this case, it would be advisable to change the representatives of the parties to new persons (if this is feasible).

Etiquette

In order for business negotiations to be carried out constructively and not develop into a banal quarrel, it is necessary to adhere to special rules of communication. They are called “business negotiation etiquette.” They consist of several fundamental questions that concern appearance the negotiator, his manner of communication, his sense of tact towards his partner. We will not go into details - this is not necessary, since each specific case of negotiations is unique in its own way. This means that it depends on who the representatives of the parties are, what kind of relationship the participants have, whether there is subordination between them, and so on.

The main thing is to understand that conducting business negotiations requires constant respect for those on the other side of the table. In addition, it is important to value the time of those people - so you should not rudely impose on them your point of view or your version of solving the main issue. If they have already rejected your offer once, you probably shouldn't try to convince them. This can get really annoying. It is also important to be able to articulate the message you want to convey using negotiation. That’s why business communications exist: to find a solution that suits everyone in the shortest possible time. If you start beating around the bush during a dialogue, your interlocutor will get tired of it.

Tune in!

In order to present your point of view as quickly and effectively as possible, try to prepare your mind for what you will need to say. This is called “organizing business negotiations” - when you worry not only about the technical aspects of the negotiation process, but also pay attention to yourself as its participant.

Preparation before conducting a business conversation is very simple - you just need to work out in your mind some options for how you will start the conversation, what arguments you will try to mention, what conclusions you will bring your interlocutor to and, finally, what you will be willing to do when yielding to your partner. Also, when performing this exercise, do not forget about the stages of business negotiations - remember them and figure out what you will say at each one. Of course, you shouldn’t think too carefully about your text, writing down your speech verbatim and trying to memorize it. No, the rules of business negotiations indicate that it is absolutely impossible to do this. On the contrary, try to be flexible, prepare for the fact that your interlocutor may put you in conditions for which you are not ready. At the same time, do not forget to stick to the general line of conversation.

Meeting point

Of course, before organizing negotiations, think about where you would like to hold them. It’s great if you are a representative of a large company that has its own specially equipped room where you can discuss all the important points. Surely in this case you will use it. However, if in practice everything is different, i.e. you don’t have your own office, don’t be upset. Any establishment will do: a restaurant or a good cafe, where you can discuss an issue of interest while drinking a cup of coffee.

Again, the type of business negotiations will greatly influence the choice of location. If this is communication with a person who can single-handedly make the decision you need, perhaps you can discuss this issue in a restaurant. If you need to communicate with a team of representatives of the opposing side, then in this case, you might want to think about renting a conference room.

Respect

This has already been said above, but we will repeat: respect is one of the most important rules of negotiations. If earlier we talked about it as a component of etiquette, now we should outline it as one of the principles of dialogue with your partners. This means not just polite communication, but also understanding the position of the person sitting opposite.

Let's give a simple example. If two parties cannot agree with each other, it means that they do not understand each other and continue to follow the line of their own interests. If each partner thought about why his opponent makes this particular decision and not another, perhaps some kind of compromise would be found.

In essence, the negotiation process resembles bidding. If you know what your opponent wants, you can always make a better decision that suits both. And to do this, you need to resort to the technique that will be described in more detail below - you need to hear your interlocutor. It's not just about physically hearing what he says. You need to really understand the position of the person speaking to you. Details below.

Try to hear

Dale Carnegie also wrote in his books that in any conversation it is very important to hear your interlocutor. Because in fact, we all know how to listen, but not everyone is given the ability to hear. The author of books on psychology that have sold millions of copies notes that hearing a person means understanding what exactly he wants to convey. A business conversation, business negotiations and the success of their implementation depends, among other things, on whether you understand what your partner wanted to say or not. If this information is clear to you, it will enable you to make the right decision and thus reach agreement. Otherwise, negotiations may fail if everyone stands firmly on their own.

Perhaps, taking the position of a partner, you may think about violating your own principles and some attitudes, about showing weakness of will and spirit. Nothing like this actually happens! Carnegie points out that by making concessions, you end up benefiting more than if you simply “pull your heels in,” pausing the entire negotiation process.

Smile

Of course, there are a lot of formalities and subtleties in conducting negotiations. If you look at specialized literature, you will see for yourself that the process can be much more complicated, depending on the type and form of business negotiations. To tell the truth, very often this approach may turn out to be unjustified for the reason that it takes the negotiation process as something formalized, perhaps even automated.

In fact, you should always remember: negotiations are live communication with people. Whoever your partner is, he is first and foremost a person who came to the meeting for the same reason as you. At a minimum, this should unite your goals and provide an opportunity to find a common point of contact from which to build. This is the only way to reach some common denominator that will suit all participants in the negotiating group.

Therefore, you should not worry if, out of excitement, you forgot to use some trick or thoughtful move that you had planned in advance. In any conversation, you can always make up for lost time, clarify this or that point, apologize and try to win the interlocutor to your side. And business negotiations are, in any case, a conversation. Try to smile sincerely at your interlocutor - and you will succeed!

Business conversation involves the exchange of opinions and information and does not imply the conclusion of contracts or the development of binding decisions. It can be independent, precede negotiations or be an integral part of them.

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.). The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables, diagrams, samples of offered products, etc. The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.

2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.

3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.

4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.

5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.

6. Acceptance. Try to accept the other side and be open to learning something new from your partner. Lomov B.F. Conducting business conversations and negotiations. M., 1991. P. 78.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.). The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. There are the following types of questions. Information questions are designed to collect information that is necessary to form an idea about something.

Test questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as I do?”. Directing questions are necessary when you do not want to allow the interlocutor to force you into an undesirable direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.

Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”

Alternative questions provide the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best - Monday, Wednesday or Thursday?”

Confirmatory questions are asked to reach mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion that...?”, “Surely you are glad that...?”

Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is a skillful psychological technique that, when used correctly, can provide significant benefits.

Introductory questions are designed to identify the interlocutor's opinion on the issue under consideration. These are open questions that require a detailed answer. For example: “What effect are you hoping for when making this decision?”

Orientation questions are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”

Unipolar questions involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.

Negotiation-opening questions are essential for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem... without risking anything, will you be interested?”

Closing questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, always accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?” And then, without an additional transition, you can ask a question concluding the negotiations: “Which time of implementation of this proposal suits you better - May or June?”

Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.

Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents. Ibid., p. 80.

And lastly, a negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties.