[China Glass Network] In the company, there are often negotiations between departments, such as departments collaborating to solve a problem together; for example, the workflow needs to be delivered to another department after one department is completed; for example, personnel transfer between departments Negotiations are needed. Therefore, in many cases, there are also inconsistencies between departments, so negotiations are needed.
1. The facts are based on
Negotiations between internal departments of the company, in most cases, there is no information asymmetry, information is transparent, opaque, find a relevant person can understand. This is also a different point from external negotiations. Therefore, in this case, we are more required to rely on facts, that is to say, any viewpoint must have "pillar" support. That is, the point that you have said must be sufficient evidence so that it is persuasive. It cannot be said simply: What should I do? What should I do? And more is why this is done, why do you want to do this.
2, precedent special cases
In the internal negotiations of the company, we must pay attention: when making concessions, ensuring concessions will not be a precedent, but a special case. Why do you say this, give an example.
There was a branch company colleague who asked for a subsidy for the store. At the time, I was a store manager. However, according to the company's request, the store that the colleague said could not be subsidized. He said to him that he could not subsidize. But he just doesn't believe it. In this case, I can only let him report, and special events will not be a precedent. Soon after, another branch company colleague told me that there are also stores that need subsidies, and I heard that the previous branch has been subsidized. I clearly told him that this is a special case, and it is approved by Du. If you want to subsidize, you will also report to the special affairs.
By the same token, when we ask others to make concessions, we must make his concessions a special case, and he dares to give in.
3. Request support upwards
When there is a conflict between the departments that cannot be resolved, it is usually reflected to the senior leadership, allowing senior leaders to make decisions. For example, if a certain job needs to be added, no department is willing to take over. What should I do? Leaders each fight 50 boards, one month and one round.
4, conflict resolution
When a conflict occurs, whether it should calm the conflict or resolve the conflict, that is, whether it is a palliative or a permanent cure. For example, factory workers go on strike and demand higher wages. At this time, what should the company do? Solve the problem fundamentally and it will not be solved for a while. What to do, first resume work, and then let the union negotiate with the employer.
5, repeat the tactics
What is a repeating tactic, that is, straightforward, asking for your own needs, what I want, and then keep saying, I want, I want. I have talked more times, and I have heard more people, and I am getting harder to make concessions. Therefore, I must insist that I have no way to go. In this case, the other party will also consider the actual situation to make concessions.
6, chip exchange
The hook tactic is exchange, that is, you give me A, I will give you B, the two sides exchange (whether or not, usually according to the judgment of both parties), in this case, the negotiation table is not a chip, but more Chips, some of these chips are owned by me, and some are owned by the other party, so there is the possibility of exchange.
No matter what negotiation, you need to know: if the other party makes concessions, what needs to be lost and what it can get. If he is to lose less, let him get more benefits, all the basis of negotiations: the cost of not talking is too high, the benefits of the negotiations are large enough. If you don't talk about the high cost, push others to the negotiating table, the benefits of the negotiations are big enough to pull others to the negotiating table.
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