Business negotiations and business conversation. Business communication in the negotiation process. Ethics and psychology of business conversations and negotiations

Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires the participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, an important role is played by what gestures, facial expressions we accompany speech ( non-verbal communication). Knowledge of non-verbal aspects of communication becomes especially important when negotiating with foreign partners representing other cultures and religions.

A business conversation includes the exchange of views and information and does not imply the conclusion of contracts or the development of binding decisions.

It can be of an independent nature, 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: defining the subject (problems of negotiations, finding partners to solve them, understanding their interests and interests of partners, developing a plan and program of negotiations, recruiting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables , diagrams, samples of products offered, etc.).

The course of negotiations fits into the following scheme: the beginning of the conversation - the exchange of information - argumentation and counterargumentation - the development and adoption of decisions - the completion of the negotiations.

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

1. Rationality. It is necessary to behave with restraint. Uncontrollable emotions negatively affect the negotiation process and the ability to make intelligent decisions.
2. Understanding. Lack of attention to the partner's point of view limits the ability to develop mutually acceptable solutions.
3. Communication. If your partners are not very interested, try to consult with them. This will help maintain and improve the relationship.
4. Credibility. False information weakens the power of argumentation and also adversely affects reputation.
5. Avoid mentoring. It is unacceptable to teach a partner. The main method is persuasion.
6. Acceptance. Try to take the other side and be open to learning new things from your partner.

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

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

Questions serve to guide the negotiation process and clarify the opponent's point of view. Asking the right questions helps you make the decision you need.

Questions allow business person direct the process of transferring information in the right direction, intercept and retain the initiative, activate the listener.

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

- "Closed" are questions that can be answered "yes" or "no". Confidence in the other person can be gained by asking questions at the beginning of the contact that require a “yes” statement. "Closed" questions deprive others of expressing their opinion, they should not be abused.
- "Open" questions require some kind of explanation, are asked to obtain additional information finding out the 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 purpose is to raise new questions, to point out unresolved problems, to provide support for the speaker's position through tacit approval.
- Questions for reflection force to reflect, comment on what has been said, make amendments to what has been said.
- Turning points keep the conversation in a strictly established direction or raise new problems, switch to another.

There are the following types of questions.

- Information questions are designed to collect information that is necessary to form an idea about something.
- It is important to use control questions during any conversation to find out if your partner understands you. Examples of control questions: "What do you think about it?", "Do you think the same as me?"
- Leading questions are necessary when you do not want to allow the other person to impose an unwanted direction of the conversation on you. With the help of such questions, you can take control of the negotiations and direct them in the direction you need.
- Provocative questions allow you to establish what your partner really wants and whether he understands the state of affairs correctly. To provoke is to challenge, to incite. These questions can start like this: "Are you sure you can ...?", "Do you really think that ...?"
- Alternative questions give the interlocutor a choice. The number of options, however, should not exceed three. Such questions require a quick response. In this case, the word "or" is most often the main component of the question: "What term of discussion suits you best - Monday, Wednesday or Thursday?"
- Confirmatory questions are asked to reach an understanding. If your partner has 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 as ...?", "Surely you are glad that ...?".
- Counter questions are aimed at gradually narrowing the conversation and bring the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but a counter question is skillful psychological trick, correct use which can provide significant benefits.
- Introductory questions are designed to identify the opinion of the interlocutor on the issue under consideration. These are open-ended questions requiring a detailed answer. For example: "What effect do you expect when making this decision?"
- Guidance questions are asked to determine if your partner continues to adhere to a previously stated opinion. For example: "What is your opinion on this point?", "What conclusions did you come to?"
- Unipolar questions - imply the repetition of your question by the interlocutor as a sign that he understood what it was about. At the same time, you make sure that the question is understood correctly, and the respondent gets time to think about the answer.
- The questions that open the negotiations are very important for an effective and motivated 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 that interest you?"
- The concluding questions are aimed at an early positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, accompanied by a friendly smile: "Was I able to convince you of the benefits of this offer?" And then, without an additional transition, you can ask a question concluding the negotiations: "What time of the implementation of this proposal suits you best - May or June?"

The successful conduct of business conversations and negotiations largely depends on the partners' compliance with such ethical norms and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people's opinions), and concreteness.

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

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

Correctness and tact. Does not exclude persistence and vigor in negotiating with the observance of correctness. Factors that interfere with the course of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

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

Concreteness. The conversation should be specific, not distracted, and include facts, numbers, and necessary details. Concepts and categories should be agreed upon and understood by partners. Speech should be supported by diagrams and documents.

The negative outcome of a business conversation or negotiations is not a reason for harshness or coldness at the end of the negotiation process. Farewells 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 conducting business conversations

1.1 Business conversation as a way of communication

1.2 Methods and techniques of conducting a business conversation

Chapter 2. Psychological features of business negotiations

2.1 Business negotiations, meetings, discussions

2.2 Psychological characteristics of national styles of negotiation

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, 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 on this basis build your relationship with them, 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 in relation to a certain type of activity associated with the production of a 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 has a historical character, it manifests itself at different levels social system and in various forms.

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

The relevance of the topic is due to the fact that, against the background of the development of civil service in Russia, professional ethics, in particular the ethics of a civil servant, received a new impetus for development. The civil service imposes a variety of requirements on the personality of a civil servant. This view activity involves constant contact with the public, which, in turn, leads to higher requirements for professional qualities employee.

The peculiarity of business communication lies in the fact that a civil servant in business communication always acts as a person who is significant for the subject; the main task of such business communication is productive cooperation, protection of the interests of citizens. An important factor here is the ability of a civil servant to receive visitors, negotiate, and talk.

Therefore, the purpose of this term paper- analyze psychological characteristics preparation and conduct of business conversations and negotiations. The object of the research is the psychological characteristics of the business communication process. The subject of research is ways of business communication: business conversations and negotiations.

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

Studying the methods and techniques of conducting business conversations and negotiations;

Analysis of the psychological characteristics of business conversations and negotiations.

The methodological basis of the structure of work and the logical connection in it of issues of psychology of management was the development of domestic scientists in the field of psychology, organizational behavior and management: Stolyarenko A.D., Prikhozhan A.M., Aleksandrovsky Yu.A., Bazarova T.Yu. and others. When writing the work used teaching aids and textbooks on management, monographs and scientific articles in periodicals.

Chapter 1. Psychological features of conducting business conversations

1.1 Business conversation as a way of communication

Through a business conversation, the desire of one person or a group of people to act is realized, which will change at least one of the parties to a situation or establish a new relationship between the participants in the conversation. In the world of business or politics, business conversations are verbal 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 the implementation of the following functions: search for new directions and the beginning of promising events; information exchange; control of initiated activities; mutual communication of employees from the same business environment; search and operational development of working ideas and plans; maintaining business contacts at the level of enterprises, firms, industries, countries.

The structure of a business conversation: 1. Preparation for a business conversation. 2. Establishing 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. Refutation of the arguments of the interlocutor. 7. Analysis of alternatives, search for an optimal or compromise option, or confrontation of participants. 8. Making a decision. 9. Fixing the agreement. 10. Exit contact. 11. Analysis of the results of the conversation, their communication tactics. Let's briefly consider each of the stages.

1. Preparing for a business conversation, especially for resolving controversial and sensitive issues, is a difficult and responsible matter, it includes drawing up a conversation plan, finding suitable ways to solve problems, analyzing external and internal possibilities, predicting the possible outcome of the conversation, collecting the necessary information about the future interlocutor , selection of the most compelling arguments to defend their position, selection of the most appropriate communication strategy and tactics, pressure, manipulation, requests for help, cooperation.

2. The establishment of the place and time of a meeting for a business conversation can be carried out in different ways, depending on the attitudes and positions of the participants. The position "from above" is implemented approximately like this: "I am waiting for you at 16 o'clock in my office," but in "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 drive up?" The position “on an equal footing” sounds something like this: “We need to talk. Let's agree on the place and time of our meeting. "

On the eve 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 does not suit me, him, both? If the conversation gets stuck, is it worth the 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 can my interlocutor ask? 9) How will I behave if my interlocutor: a) agrees with me in everything; b) resolutely object, move to a raised tone; c) will not respond to my arguments; d) express distrust of my words, thoughts; e) will try to hide his mistrust?

3. Starting a conversation involves meeting and making contact. The type of contact "from above", "from below", "on a par", friendly, neutral, aggressively established even before the first words, depending on how the person entered, what is his posture, look, intonation of the first phrases, relative position in space. Accordingly, the "guest meeting" can be carried out in different ways: from approaching a person ... to a slight lifting of the chin, a nod, or complete disregard of the newcomer, delving into his papers. And the greeting can be like a smile, a nod, a handshake, a sitting down, or an underlined look of displeasure. All these non-verbal nuances of coming into contact largely predict the further interaction of the interlocutors.

To start a conversation, four main methods are most often used: the method of relieving stress, its purpose: to establish close contact, includes several pleasant phrases of a personal nature, maybe a light joke; hook method: it can be an unusual question, comparisons, personal impressions, anecdotal case, a brief statement of the problem; method of stimulating the imagination: raising a number of questions that should be considered in the conversation, the goal is to arouse interest in the conversation; method of direct approach (direct transition to business, 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. The setting of the goal of the conversation can be different: 1) the goal can be set as a problem (to discuss the problem, invite to work out its solution), in this case the responsibility for solving the problem is distributed to both interlocutors; 2) the purpose of the conversation can be set as a task, a task (given ready-made solution, succinctly describing the situation itself). If the goal of the conversation is set as an assignment, then the person is responsible only for completing the assignment, and whether the problem itself will be solved in this way may not bother him; 3) sometimes (intentionally or unintentionally) in the conversation, the interlocutor is manipulated, for example, the purpose of the conversation is set outwardly as a problem, but the problem situation itself is described in such a way that pushes the other person to a certain unique solution, that is, it seems that responsibility for solving the problem is shared two, although the solution was given by only one person; 4) there is also a "hysterical demonstration of the problem" ("Do what you want, but so that I don't hear any more complaints!"), That is, the goal is to shift the decision and responsibility for solving the problem onto another person.

5. The phase of argumentation naturally intertwines with the phase of information transfer, 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 prevailing opinion (position). To achieve argumentation, it is important: 1. Operate with clear, precise and convincing concepts, since persuasiveness can be easily "drowned" in a sea of words and arguments, especially if they are unclear and imprecise. The arguments must be credible to the interlocutor. 2. The method and pace of argumentation should correspond to the peculiarities of the interlocutor's temperament: only choleric and sanguine people are able to perceive the high pace and volume of arguments, but for them arguments and evidence, explained separately, achieve the goal much more effectively than if they are presented immediately (for melancholic and phlegmatic, this gradual approach is necessary). Do not forget that "being overly convincing" causes rebuff from the interlocutor, especially if he has an "aggressive nature". 3. Avoid listing the facts, and instead state the benefits or consequences arising from these facts of interest to your interlocutor.

6. The phase of neutralization of the interlocutor's remarks, or the phase of refutation, sometimes plays a decisive role in the conversation. If your arguments are followed by objections of opponents, then: a) listen to several objections at once, the interlocutor gets annoyed 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 inaccurately formulated the essence of the issue; d) ask questions so that the interlocutor is faced with the need to choose between two answer options. Specific questions force the interlocutor to express what needs to be said, regardless of his own opinion (for example, “Ivan Ivanovich, in a word, are you giving the green light to our initiative or not?”; If “no” follows, please specify why?).

It is important to promptly analyze the comments and their real reasons, choose the appropriate method of "neutralizing" comments (these can be links to authorities, quotations, reformulation, conditional consent, approval + destruction, comparisons, the Socratic method through searching for partial similarities and consent of the interlocutors on certain issues to reach full agreement, "elastic defense", deferral). Proof of meaninglessness of remarks or emotional reactions of partners, as a rule, lead not to neutralization of objections, but to an increase in confrontation.

7-8. The phases of finding 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, submission of the other interlocutor. Don't be hesitant in the decision-making phase. If you hesitate at the moment of making a decision, then do not be surprised if the interlocutor also begins to hesitate. Remain calm, the ability to 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 time of making a decision. Use reliable 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, assigning new meeting(attempts to emotionally or logically "put pressure" on 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 the interlocutor to make a decision, but you cannot create correct business relationships. Do not give up too easily at the mercy of the other person until you have tried all possible methods, or until the other person clearly repeats "no" several times.

9-10. Fixing an agreement and getting out of 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, a way of informing each other about the results of the planned actions. Thank the interlocutor, congratulate him on the decision reached. The exit from contact is carried out at first non-verbally - the posture changes, the person averts his eyes, gets up - and ends with a verbal goodbye "Goodbye", "See you later", "All the best", "Success", etc.

11. Self-analysis of the results and the course of the meeting allows you to realize the mistakes made, accumulate useful experience for the future, outline further communication tactics, while it is useful to answer yourself the following questions: 1. Did you consistently lead the main line of the conversation? Did you manage to foresee the counter-arguments of the other side? 2. Have you imposed your arguments on the interlocutor when making decisions? If so, then you sowed seeds of dissatisfaction, annoyance in the interlocutor, and with further meetings they may increase. 3. Were your comments and objections substantiated? Weren't they subjective, did they reflect your mood? 4. Did you manage to be tactful throughout the conversation? 5. Have you managed to achieve maximum business value? Did you manage to achieve the intended goals, or, at worst, at least a spare, alternative goal? If not, why did this happen? 6. How should you build your interactions with this partner in the future?

Initiative in business communication is determined by those who set the type of contact, defined the form of goal setting, and put forward the accepted idea of the solution. Those who summed up the results of the discussion are also more responsible for resolving the problem.

1.2 Methods and techniques of conducting a business conversation

To build argumentation, the main methods are used:

The fundamental method is a direct appeal to the interlocutor, whom you acquaint with the facts and information that are the basis of your evidence. 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. Numerical data are the most reliable evidence in all discussions. This is happening to a certain extent also because at the moment none of those present is able to refute the figures given.

The contradiction method is based on identifying contradictions in the argumentation of the adversary. This method is inherently defensive.

The inference method is based on precise argumentation, which constantly, step by step, through partial inferences, leads you to the desired conclusion. When using this method, you should pay attention to the so-called apparent causality. Finding an error of this kind is not as easy as in the example of using apparent causality in one physics lesson. The teacher asked the student: "What do you know about the properties of heat and cold?" - "In the warmth all bodies expand, and in the cold they shrink." "That's right," said the teacher, "and now give a few examples." Disciple: "In the summer it is warm, so the days are longer, and in the winter it is cold and the days are shorter."

The comparison method is extremely important, especially when the comparisons are well matched.

Method "yes - but". Often the partner will present well-chosen arguments. However, they cover either only advantages or only weaknesses. But since in reality any phenomenon has both pluses and minuses, it is possible to apply the "yes - but" method, which allows us 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 opposite side and soberly weigh what there are more pros or cons.

The chunking method consists in dismembering the partner's performance so that the individual parts are clearly distinguishable. These parts can be commented, for example, like this: "That's for sure"; “There are different points of view about this”; "This and that is completely wrong." At the same time, it is advisable not to touch on the partner's strongest arguments, but mainly to focus on weak points and try to refute them exactly.

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

Ignore 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 the fact that questions are asked in advance. Of course, it is not always advisable to open 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 start a general reasoning in which you deliberately force your partner to state their position.

Visible support method. What is it? For example, your partner has outlined their arguments, and now you take the floor. But you do not object to him at all and do not contradict him, but, to the amazement of everyone present, on the contrary, come to the rescue, bringing new evidence in his favor. But only for the sake of appearance. And then a counterattack follows, for example: "You forgot to cite such facts to support your thought ... But all this will not help you, because ..." - now it is the turn of your counterarguments. Thus, it seems that you have studied the point of view of your partner 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 examined the methods of argumentation based on logical evidence, and now we will consider the 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. It consists in generalization of any kind and exaggeration, as well as in drawing up premature conclusions.

Technique of the anecdote. One witty or humorous remark made at the right time can completely destroy even carefully constructed argumentation.

Technique of 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 if your partner is down to that 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 a thrust.

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

The technique of changing direction. It lies in the fact that the partner does not attack your arguments, but moves on to another issue, which is essentially irrelevant to the subject of discussion. In practice, he tries to get around the "hot spot" and pique your interest in other issues. In this situation, you must be extremely careful in order to timely prevent any such maneuver.

Misleading technique. Based on the partner's message of confusing information. He deliberately mixes everything up quickly and thoroughly and tries to confuse everyone and thus avoid discussing an undesirable topic for him. How to proceed in this case? Of course, you can't shade! It is necessary, as under a microscope, to examine each point of the speech of such a partner and calmly continue the discussion.

Postponement technique. Its purpose is to obstruct or delay discussion. The partner asks questions that have already been worked out, requires clarification on trifles 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 sharp, but it must always be honest. If your partner has convinced you, then this should be admitted, as it takes a lot of courage to admit that you are wrong.

Appeal technique. It is 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 business unresolved 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 "business lines", although this is often very difficult to do, since such a technique is aimed at the feelings of the parties and blocks the path to reason.

The technique of trap questions. Based on a set of suggestions. These questions fall 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,” meaning only answers that fit your partner's vision. Counter questions. Instead of checking and possibly rebutting your evidence, your partner asks you counter questions. It is best to immediately isolate yourself from them: "I will gladly consider your question after your answer to my question, which, you must agree, was asked earlier."

Distortion technique. Represents a blatant perversion of what we have said, or a permutation of emphasis. Demagogy is very close to the distortion technique, i.e. a set of techniques that allow you to create the impression of being right without being right. Demagoguery is between logic and lies, differing from logic in defending wrong judgments, and from lies by leading the listener to false conclusions, not formulating these conclusions, leaving it to the interlocutor himself. Demagoguery has several varieties.

Demagoguery without breaking logic finds its expression in the following techniques: omission of facts, which 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; skipping facts that change the conclusion, about which the interlocutor can guess only if he does not trust the speaker; creating distrust of the interlocutor to any fact by means of “forcing” distrust along the steps. Demagoguery with an imperceptible violation of logic: the use of a logical error, when a temporary connection is interpreted as causal; either B or C follows from A, but C is not mentioned; it is implied that if B follows from A, then A. Demagoguery without connection with logic must necessarily follow from B: the use of verbal blocks of "one-time action"; an answer to an unasked question, but close to the topic; a reference to the authority of a layman; confusion in one phrase of a true and false statement; incorrect statement contained in the formulation of the question; admitting their small and insignificant mistakes. Let us now consider the tactics of argumentation, which differs significantly from the technique described above. So, if the technique of argumentation covers methodological aspects, i.e. how to build argumentation, the tactics of argumentation presupposes the art of applying specific techniques. In accordance with this, technique is the ability to present logical arguments, and tactics is the ability to choose the most suitable for a given case.

What are the main provisions of argumentation tactics? Using arguments. The argumentation phase has three levels: the level of the main arguments, which 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 only used in the argumentation phase); the level of facts, with the help of which all auxiliary, and through them, the main provisions are proved (facts have the status of "ammunition" - they can be "shot" only once).

You present the main arguments at any opportunity, but whenever possible, each time in a new place or in a new light. If we are talking about lengthy negotiations, then you should not immediately use all the weapons from your arsenal - you need to leave something and finally. Laying out the arguments, one should not rush to make decisions. (Voltaire said: "Too quick conclusions are the result of delayed thinking.")

The choice of the way of argumentation. Depending on the characteristics of the partners, different ways argumentation. So, for an engineer, a few numbers will mean more than a hundred words. In such a case, the fundamental method with digital data should be applied.

Elimination of contradictions. It is important to avoid exacerbation or confrontation. If all this happens, you need to immediately rebuild and make peace with your partner so that the following issues can be considered without conflict and professionally. There are some peculiarities 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 privately before the start of negotiations, since one-to-one can achieve much greater results than in a conference room;

In extremely difficult situations, it is useful to take a break so that the heads "cool down", and then come back to the same question.

"Stimulating appetite." It is most convenient to offer the partner options and information to first awaken his interest, and then (based on "provoked appetite") indicate possible solutions with a detailed justification of the benefits.

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

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

Priority of advantages and disadvantages. It is known from psychology that initial information has a decisive influence on the formation of a partner's position, 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 in that the partner can interrupt you before you reach 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 include it in your argument, or at least not allow it to contradict your arguments. The easiest way to do this is by direct address, for example: "What do you think about this?", "How, in your opinion, can this 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 reasoning with less resistance.

In all cases, the reasoning should be carried out correctly. You must always openly admit that the interlocutor is right when he is right, even if it is not profitable for you. This gives you the right to expect and demand the same behavior on the part of your interlocutor. In addition, by doing so, you are not violating business ethics.

If you want to criticize your interlocutor so as not to offend him, point out similar mistakes in others, and not directly, but indirectly, or talk first about your own mistakes. 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, surrender 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 "tough" participant. Supporters of the "tough" approach (G) set themselves the goal of "winning" at any cost, demand concessions from the other side, not trusting their negotiating partners, threaten them, looking for a solution that is most beneficial for themselves.

Supporters of the "soft" approach (M) set the goal of reaching an "agreement", therefore they make concessions to develop relations, make proposals, allow one-sided losses to reach an agreement, try to be friendly, trust partners, look for a solution that partners in negotiations. The following outcomes are possible: W + F = rupture, confrontation, less often surrender; W + M = gain W; 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, “ambition, saving your face” works, and reaching agreement becomes less and less likely, as positional bargaining psychologically turns into a competition of will to force the other side to change their position.

Principled negotiations (on the merits) aimed at cooperation and the search for a reasonable agreement in principle are most effective. Fundamental negotiations involve the following procedures:

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

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

3. Focus on interests, not positions, as the goal of negotiations should be to satisfy the underlying interests of the participants. The position adopted in the negotiations often hides what one or another party 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 what interests are most important, what are the objective obstacles, separate them from the subjective oppositions of the will and desires of the participants.

5. Try to develop mutually beneficial options that take into account common interests and reconcile diverging interests. Develop multifaceted options in the discussion and proposing alternative ideas for solving the problem, but postpone the solution to a later 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 did not depend on the naked will or whim of each side. The main thing is to try to achieve a result, guided by criteria that have nothing to do with the competition of will, and give in to arguments, not pressure.

7. Reach agreement and implement the plan. If these rules are observed, it is possible to carry out negotiations "without defeats".

It often happens that in the process of conducting commercial negotiations, the partner turns out to be a manipulator, i.e. a person who tries to use the 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 known to be false. However, in case you express doubt, he portrays resentment and even insult. What to do in this case? First of all, it is necessary to "separate" the given 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 bringing false facts, do not try to immediately catch him in a lie. Tell such a partner that you are negotiating, whether you trust or not trust him, and 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 an appropriate apology in this case.

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

Unclear powers. At the moment when you think that a firm agreement has been reached, the other party announces to you that it does not have the authority and right to make the final decision and make concessions and now needs to get the approval of the other person. In this case, the following tactic is recommended, before starting negotiations, ask: "What kind of powers do you have in this case?" After receiving an evasive answer, reserve the right to revise any negotiation point or ask for a conversation with a person with real rights. If the situation in question arose at the end of the negotiations, you can tell your partner: “If your management approves this project, we will assume that we have agreed. Otherwise, each of us is free to make any changes to the project. "

Deliberately choosing a bad place to negotiate. If you suspect that the environment is working against you, that an inconvenient room was deliberately chosen, so that you would like to finish negotiations as soon as possible and would be ready to give up on demand, what should you do in this case? First of all, you need to try to understand the reasons for your unpleasant sensations, discuss your proposals with the other side. Tell them that you are uncomfortable. Offer to take a break, move to a more comfortable room, or arrange to reschedule the meeting.

Finishing the consideration of manipulative methods of negotiating, let us indicate the general tactical rule of counteracting the use of such methods. Its essence is to timely 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, announces his firm position, criticizes your proposal and generally seeks to do only what provides the maximum of his own benefit, start negotiations by considering those points that you and your partner do not object to. During discussions and argumentation of your position, you should not try to convince your partner of the erroneousness of his point of view. This behavior can only irritate him.

A business meeting can be attended by 7-9, maximum 12 people, a larger number of participants can already reduce work efficiency. The topic of the discussion should be predetermined so that the participants can prepare professionally, think over their proposals, and even prepare relevant reports. The spatial arrangement of the participants in the form “ round table"To enhance interaction., The moderator of the meeting should first express the hope that the meeting will be businesslike and constructive, during the meeting follow the rules," keeping "speakers within the framework of the topic under discussion, involving the" inactive ", stopping the" talkative ", determining the order giving a word by asking necessary questions, paraphrasing and summarizing, giving a concluding commentary on the meeting.

There are three stages.

1) Formulation of the question: introduction to the course of the matter, formulation of the question, formulation of the starting position, formulation of the question.

2) Forming an opinion on ways to resolve the issue: collecting data, studying all sides of the issue, a new formulation of the main problem, finding alternative solutions, putting forward proposals, summarizing the preliminary results of the discussion, developing main directions, discussing the consequences of various possibilities for resolving the issue.

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

It should be remembered that a business meeting involves the possibility of criticism of subject positions, and not the personal characteristics of the person who expressed it, and it is recommended to observe the rule: first note the coincidence of positions, and then discuss the difference between different positions and approaches to solving the problem, convincingly arguing the advantages and disadvantages of each alternatives. In case you come under fire of criticism, it is useful to turn the attack on yourself into the attack on the problem: "I am glad that you are concerned about the same question, and you are trying to find the best solution ...". The main thing is not to win the dispute, but to move forward in solving the problem. It is important to treat your position not as the only possible and the 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 the participants, the following can be used: 1) statements in a circle or 2) the method “ brainstorming". In case of a conflict of opinions, there can be two forms: competitive-competitive and cooperative-cooperating. In order to weaken hostility in the competition of opinions, conciliation commissions or groups can be created, including participants with opposing views, which must determine the points in which their opinions agree, find points in a foreign position that are pleasant or may be useful for the optimal solution of the problem.

Various behaviors of participants in a meeting:

a) constructive role: showing initiative, (re) presenting a problem, making suggestions, requests for information, opinions, thoughts, communicating information, opinions, ideas, identifying links between available data, assessing a problem;

b) facilitating the course 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 shaping public consciousness, mediation, finding compromises, relieving tension;

c) negative role: aggressive behavior, blocking decision-making, "narcissism", rivalry, seeking sympathy.

Discussion is a process of promoting and resolving problems through comparison, collision, assimilation, mutual enrichment of the subject positions of the participants (the opinions of the participants on the essence of the problem being solved). The stages of business discussion are distinguished: 1. Making contact. 2. Statement of the problem (what is being discussed, why, to what extent it is necessary to solve the problem, what is the purpose of the discussion). 3. Clarification of the subject of communication and subject positions (opinions) of the participants. 4. Putting forward alternative options. 5. Confrontation of the participants. 6. Discussion and assessment of alternatives, search for elements of similarity. 7. Establishing agreement through the choice of the most acceptable or optimal solution. Ineffective discussion often ends at the stage of putting forward alternative positions and confrontation of the participants, without reaching the level of joint problem solving.

The facilitator plays an important role in the discussion. 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 can be: 1) collection and ordering of information on the problem 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. to interest the participants in the discussion (to present the problem in the form of some contradiction);

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

5. organize an exchange of views (willing or in a circle);

6. activate passive ones (ask the silent one with a question, with a request for help);

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

8. not to allow deviations from the topic (tactfully stop, remind of the purpose of the discussion);

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

10. help the group come to a consensus;

11. at the end - a clear summing up of the results, formulation of conclusions, a range of solutions, comparison of the objectives of the discussion with the results obtained, emphasize the contribution of each to the overall result, praise, thank the participants.

2.2 Psychological characteristics of national styles of negotiation

The American negotiation style is quite professional. In the American delegation, one can seldom find a person incompetent in the matters on which negotiations are underway. At the same time, in comparison with representatives of other countries, the members of the American delegation are relatively independent in making decisions. When solving a problem, they seek 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 the not very formal negotiating atmosphere.

At the same time, Americans often display self-centeredness, believing that when negotiating their partner should be guided by the same rules as they do. As a result, there may be misunderstandings 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 state what you are doing and why it is beneficial for your partner to negotiate with you and not with other firms. If you cannot do this, then Americans will not waste time figuring out your advantages. It is easier and faster for them to find another alternative company that knows everything about itself. As you negotiate, keep your focus on the goals of your American partner and on helping him achieve those goals. If your suggestions help in achieving them, then he will certainly be interested in you. But these proposals must be real and specific.

More often than not, 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 rather strong position, which cannot but affect the course of negotiations. These partners are quite persistently trying to realize their goals, they like to bargain, and in the event of a disadvantageous position they link various issues into one "package" in order to balance the interests of the parties.

English style conducting commercial negotiations is characterized by the fact that the 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 flexible enough and willingly respond to the initiative of the opposite side. British partners are characterized by a pragmatic approach to business, empiricism. It is traditional for them to avoid sharp corners. British businessmen are some of 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 at least in general terms to find out the corporate structure of the market of this or that product, the approximate level of prices and the trend of their movement, as well as to obtain information about the features of the company you need and about the people who work in it. ... And only after that you can make an appointment.

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, if not higher than commercial interests, then at least equal to them. It is necessary to emphasize your good disposition for the British people and the ideals they share. All questions must be correct 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. The British pay special attention in commercial negotiations to the length of the period of contacts with partners. The longer the relationship, which, moreover, is supported by purely friendly relations with the partner, the easier it is for an English businessman to conclude a deal, if not to his own detriment, then with very little benefit.

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

In the negotiations, the French partners are very careful to preserve 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 to discuss certain issues in advance if possible. Compared to the representatives of the American side, the French are less independent in making final decisions.

French negotiators are traditionally guided by logical evidence and proceed from "general principles." They negotiate quite toughly and, as a rule, do not have a "fallback" position. Most often, they choose a confrontational type of interaction, although they strive to preserve the traditional features of the French nation of behavior: courtesy, politeness, courtesy and a penchant for jokes and ease in communication.

The German style of conducting commercial negotiations, in contrast to the French style, is characterized by greater dryness and pedantry. Moreover, the German partners are always very calculating. They enter into negotiations only when they are confident in the possibility of finding a solution.

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

In the process of discussing with such partners their and their positions, one should 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 commercial negotiation is characterized by the fact that the Japanese representatives, when they make big concessions, respond in kind. In any negotiations with them, threats give very little efficiency, although the Japanese themselves in negotiations with weaker partners can use threats as a method of pressure. During official negotiations, the Japanese side strives to avoid clashing positions. It is not characterized by special shifts in position or significant changes in negotiation tactics. At the same time, Japanese businessmen pay a lot of attention to the development of personal relationships with partners. Therefore, you should not sort out human problems coldly and indifferently, because by doing so you can affect the emotional state of the Japanese partner. Show that you are kind and sincere. These features are especially attractive to him.

The Japanese in every possible way demonstrates attention, listening to the interlocutor. Often this behavior is interpreted by Europeans as an expression of agreement with the stated point of view. In fact, he only encourages the interlocutor to continue the conversation. In negotiations with the Japanese, confusion occurs due to the fact that in Japanese the words "yes" and "no" are somewhat different from the use in other languages. In Japanese, yes does not necessarily mean agreement. Sometimes it is used to assert that what has been said has been heard or understood, rather than to express agreement.

When negotiating with Koreans, one should keep in mind that they never want to show their misunderstanding or refuse to the interlocutor. And if any of them nod their heads, this does not mean agreement at all. In many cases, pride and fear of “losing face” simply prevents them from discovering misunderstandings. That is why situations are so frequent when the parties are sincerely convinced that they have reached an agreement, but everyone understands it in their own way, which is determined later.

Koreans do not openly talk about their disagreement with a partner and do not prove him wrong (and they expect the same from the interlocutor). But if a 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 agreements. They are also very frustrated 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 working with you. Therefore, the composition of the negotiators must include highly qualified specialists who are able to solve 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 commercially and experienced personnel, have extensive market information and in the process of negotiations often refer to contracts previously concluded with great advantage for themselves. Your commercial position should be based on a good knowledge of the world market conditions and supported by competent technical and economic analysis and specific materials.

The Arabian style of commercial negotiation involves the establishment of trust between partners. The businessmen of the Arab countries of the Persian Gulf are characterized by self-esteem, respect and correct attitude towards their colleagues. Before giving an opinion on a particular issue, they prefer to conspicuously consult and express a collective point of view, rather than emphasize their role in decision-making and negotiation.

One of the conditions for achieving success in negotiations with the Arabs is the observance and respect of local traditions. When solving any problem, they do not so much predict the development of events as they are guided by the past, constantly referring 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 take place, since most Arabs are supporters of strong government and administrative rules of conduct. They also prefer to work out the details of the issues discussed in advance. Their behavior is very strong 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, since in recent years contacts between them and our businessmen have dramatically expanded in all areas and will continue to expand in the future. According to American businessmen, the main distinguishing feature of the Russian negotiating style is that we focus mainly on common goals and pay relatively little attention to how they can be achieved.

At the same time, the questions of how to achieve this or that goal are key, for example, for the American negotiators. Such a discrepancy in terms of 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 proceed with caution and not take risks. If there is a choice between more or less risky solution options, the second option will most likely be chosen. The fear of risk also entails limiting the initiative. Therefore, at least until recently, our negotiators mainly reacted to what the partner proposed, and did not put forward their own solutions.

The Russian negotiation tactics are also distinguished by the fact that our side often at the beginning of negotiations tries to take a strong position, characterized by a significant overestimation of requirements. Then, after lengthy discussions and concessions, the positions of the parties converge. At the same time, our businessmen regard a compromise as a manifestation of weakness, so they are very reluctant to resort to it. Tricks are often used to gain advantage in the negotiation process. Most of the businessmen in our country, who have recently started their own business, often approach negotiations in a rather strange way, from the point of view of their foreign colleagues. “When two Canadians discuss a business proposal, they think like this:“ We will team up to make the pie bigger, and then everyone will get more. ” Our managers have a different psychology. They believe that the size of the pie is known, and the task is to chop off a larger piece for themselves.

A feature of the behavior of the Russian negotiators, noted by American researchers, is the rapid change in attitudes and attitudes towards a partner: from extremely friendly disposition to an official one that excludes any personal sympathy.

Conclusion

Business communication is a necessary part of human life, the most important type of relationship with other people. Ethical norms are eternal and one of the main regulators of these relations. But depending on how a person understands and implements these norms, to what extent he generally takes them into account, he can both facilitate his business communication, make it more effective, help in solving set tasks and achieve goals, and complicate this communication, or even make it impossible.

Business conversations are aimed at the implementation of the following functions: search for new directions and the beginning of promising events; information exchange; control of initiated activities; mutual communication of employees from the same business environment; search and operational 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 of 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 the accumulated experience and knowledge in this area, especially on the basis of a combination of this knowledge with the conclusions 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 in relation to a certain type of activity, the subject of communication is business;

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

In business communication, intuitive forebodings are often manifested, helping to make the right decision in difficult, uncertain situations;

A variety of types of interlocutors;

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

Therefore, for a manager striving for the heights of his profession, it is useful to know the basic principles of conducting a conversation and to work them out through practice to perfection. Only on the basis of a theoretical basis and persistent independent work and exercises can and should he apply simultaneously the 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. to arouse interest in the interlocutor - transfer of information;

3. detailed justification - argumentation;

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

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

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

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Business conversation

The practice of business relations shows that in solving problems associated with interpersonal contact, a lot depends on how partners (interlocutors) are able to establish interaction with each other. With all the variety of forms of business communication, business conversation is the most common and most often used.

The concept " business conversation "Very broadly and rather vaguely: this is just a business conversation stakeholders, and verbal contact between business partners. Under business conversation understand verbal communication between interlocutors who have the necessary authority from their organizations and firms to establish business relationships, resolve business problems or develop a constructive approach to solving them. A business conversation is the most favorable, often the only way to convince the interlocutor of the validity of your position so that he agrees and supports it. Thus, one of the main tasks of a business conversation is to convince a partner to accept specific proposals.

A business conversation fulfills a number of important functions:

Mutual communication between employees from the same business area;

Joint search, promotion and operational development of working ideas and plans;

Control and coordination of already started business events;

Maintaining business contacts;

Boosting business activity.

The main stages business conversations are:

Beginning of a conversation;

Informing partners;

Argumentation of the proposed provisions;

Decision-making;

End the conversation.

The greatest difficulty is for the interlocutors start of conversation... Partners are very well aware of the essence of the subject, the goal that they pursue in this communication, clearly represent the results they want to get. But almost always there is an "inner brake" when it comes to starting a conversation. How do I get started? Where to start? What are the best phrases? Some partners make the mistake of ignoring this stage and go straight to the heart of the problem. You can, figuratively speaking, say that they move on to the beginning of the defeat. In any case, at this stage of the conversation, you need to develop a correct and correct attitude towards the interlocutor. After all, the beginning of a conversation is a kind of bridge between us and the interlocutor.

In the first phase of the conversation, the following tasks are set:

- to establish contact with the interlocutor;

- create a favorable atmosphere for conversation;

- draw attention to the topic of conversation;

- arouse the interest of the interlocutor.

Oddly enough, many conversations end before they even start, especially if the interlocutors are at different social levels(by position, education, etc.). The reason is that the first phrases of the conversation are too small. It should be borne in mind that it is precisely the first few sentences that often have a decisive influence on the interlocutor, that is, on his decision to listen to us or not. The interlocutors usually listen to the beginning of the conversation more attentively - often out of curiosity or expectation of something new. It is the first two or three sentences that create the interlocutor's internal attitude to us and to the conversation, from the first phrases the interlocutor gets an impression of us.

Below are some typical examples of the so-called self-destructive start of a conversation: 1) You should always avoid apologies, showing signs of insecurity. Negative examples: " Sorry if I got in the way ...»; « I would like to hear again ...»; « Please, if you have time to listen to me ..."; 2) it is necessary to avoid any manifestations of disrespect and disregard for the interlocutor, as indicated by the following phrases: “ Let's take a quick look at ...», « I just happened to be passing by and dropped by your place ...»; « And I have a different opinion on this matter ..."; 3) you should not force your interlocutor to look for counterarguments and take a defensive position with your first questions: although this is a logical and completely normal reaction, at the same time, from the point of view of psychology, this is a mistake.

Possible methods of starting a conversation:

1. Tension relief method allows you to establish close contact with the interlocutor. It is enough to say a few warm words - and you will easily achieve this. You just need to ask yourself: how would the interlocutors like to feel in your society? A joke that elicits a smile or laughter from those present also helps a lot to defuse initial tension and create a friendly environment for conversation.

2. Hook method allows you to summarize a situation or problem by linking it to the content of the conversation. For these purposes, you can successfully use some small event, comparison, personal impressions, anecdotal incident or unusual question.

3. Direct approach method means a direct transition to the case, without any introduction. Schematically, it looks like this: we briefly report the reasons for which the conversation was scheduled, quickly move from general questions to private ones and proceed to the topic of the conversation. This technique is "cold" and rational, it has a direct character and is most suitable for short-term and not too important business contacts.

4. The conversation should begin with the so-called “ YOU approach ". “YOU-approach” is the ability of the person conducting the conversation to put himself in the place of the interlocutor in order to better understand him. Let us ask ourselves the following questions: “What would interest us if we were in the place of our interlocutor?”; "How would we react in his place?" These are already the first steps towards the YOU approach. We make the interlocutor feel that we respect and appreciate him as a specialist.

The next phase of the conversation is argumentation... In argumentation, two constructions are distinguished: 1) evidence-based argumentation, when something is proved, and 2) counter-argumentation, when something is refuted. In a conversation, it must be remembered that excessive persuasiveness causes resistance of the interlocutor. If the interlocutor objects, it is necessary to listen to the objections, do not rush to answer, clarify the essence of the dispute. To emphasize their decision or desire to compromise, they say: “I think we will all win”, “Maybe we will consider other conditions?”, “This requires additional discussion.”

Very often during the discussion, the participants in the conversation ask incorrect questions ( trade secret, personal life, dignity). In such cases, the following tricks can be applied:

Answering a question to a question

Ignoring,

Translation on another topic,

Demonstration of misunderstanding,

Humor, irony.

Allocate 10 factors contributing to the success of a business conversation : professionalism, clarity, clarity, constant focus, rhythm, repetition of the main provisions, element of surprise, richness of reasoning, framework of information transfer, humor.

The final part of the conversation serves as her assessment. It is important to separate it from other stages with the phrases: "Let's summarize", "We have come to the end of the conversation" and others. At the end of the conversation, her ideas should be formulated in an affirmative form.

Business negotiations

Business negotiations are taking an increasingly important place in the business life of not only private, but also state firms, campaigns, institutions.

Negotiations are designed to reach an agreement when both parties have overlapping, different, or opposing interests. They are an integral part of business communication. Business negotiations are intended mainly in order to obtain an agreement that meets the interests of both parties through a mutual exchange of views (in the form of various proposals for solving the problem put for discussion) and achieve results that would suit all of its participants.

Experts identify as opposite soft and hard approaches to negotiation. However, the most successful negotiation model was proposed by the Harvard Negotiation Project.

Four basic points were laid down in the system of the Harvard program, everything else is, as it were, an extension of them:

1. Make a distinction between the participants and the subject of negotiations.

2. Focus on interests, not positions.

3. Develop mutually beneficial options.

4. Insist on using objective criteria.

The program itself grew out of an attempt to get away from the idea of a fight for a win, in which a win for one side automatically means a loss for the other. The other side, of course, will also struggle to win with all its might, and the conflict will turn into a protracted crisis. But at the same time, a softer approach, where we only retreat, is not an alternative. The psychologically gentle approach is very difficult to endure. Therefore, in this case, too, we will not come to the solution needed by both. The Harvard Project views both soft and hard negotiating approaches as uninteresting and unpromising. A special option is proposed based on the above basic principles of the two approaches. It gets the name - principled negotiations ... Negotiators face the challenge of effective communication. Moving towards the goal, we must strive to remove all obstacles that hinder us.

Therefore, in communication, three such "interfering" Problems:

1. People often speak incomprehensibly. Clarification: Negotiators may try to trap the interlocutor, they may try to make a certain impression.

2. People often ignore your words. Clarification: You can think about your performance and hardly listen to your opponent. But if you don't hear what the other side is talking about, there is no communication.

3. People often do not understand what was actually said.

In negotiations, active positions are taken not only by the speaker, but also by the listener. An effective negotiator is good at listening, and his main job is often listening.

To win over your partner, you should pay close attention to him and his interests. You have to be sincere. Consider these tips:

1. Practice active listening both verbally (asking, confirming, etc.) and non-verbal levels.

2. Confirm your partner's point of view - this means: you must confirm that you understood what you heard, even if you disagree with the proposed position. This does not mean agreement at all, it is just about the effectiveness of communication, where you should demonstrate understanding of what you hear.

3. Express empathy for their feelings. You must express an understanding of their feelings. It disarms and disposes, and then you can expect the same in return.

4. Offer an apology. An apology often creates very good conditions for the subsequent constructive resolution of the dispute.

5. Demonstrate your consent where possible.

The success of the negotiations largely depends on how well you prepare for them. Before starting negotiations, you must have them. developed model

Introduction

Chapter 1. Psychological features of conducting business conversations

1.1 Business conversation as a way of communication

1.2 Methods and techniques of conducting a business conversation

Chapter 2. Psychological features of business negotiations

2.1 Business negotiations, meetings, discussions

2.2 Psychological characteristics of national styles of negotiation

Conclusion

Bibliography

Introduction

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

The relevance of the topic is due to the fact that, against the background of the development of civil service in Russia, professional ethics, in particular the ethics of a civil servant, received a new impetus for development. The civil service imposes a variety of requirements on the personality of a civil servant. This type of activity involves constant contact with the public, which, in turn, leads to higher requirements for the professional qualities of an employee.

Therefore, the purpose of this course work is to analyze the psychological characteristics of the preparation and conduct of business conversations and negotiations. The object of the research is the psychological characteristics of the business communication process. The subject of research is ways of business communication: business conversations and negotiations.

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

Studying the methods and techniques of conducting business conversations and negotiations;

Analysis of the psychological characteristics of business conversations and negotiations.

Chapter 1. Psychological features of conducting business conversations

1.1 Business conversation as a way of communication

4. Statement of the problem and transmission of information is an important stage of the conversation. The setting of the goal of the conversation can be different: 1) the goal can be set as a problem (to discuss the problem, invite to work out its solution), in this case the responsibility for solving the problem is distributed to both interlocutors; 2) the purpose of the conversation can be set as a task, a task (a ready-made solution is given, succinctly describing the situation itself). If the goal of the conversation is set as an assignment, then the person is responsible only for completing the assignment, and whether the problem itself will be solved in this way may not bother him; 3) sometimes (intentionally or unintentionally) in the conversation, the interlocutor is manipulated, for example, the purpose of the conversation is set outwardly as a problem, but the problem situation itself is described in such a way that pushes the other person to a certain unique solution, that is, it seems that responsibility for solving the problem is shared two, although the solution was given by only one person; 4) there is also a "hysterical demonstration of the problem" ("Do what you want, but so that I don't hear any more complaints!"), That is, the goal is to shift the decision and responsibility for solving the problem onto another person.

Always leave one strong argument in reserve to support your thesis in case the interlocutor begins to hesitate at the time of making a decision. Use reliable 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 completely postponing it, making a new meeting (attempts to emotionally or logically "press" on the 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 the interlocutor to make a decision, but you cannot create correct business relationships. Do not give up too easily at the mercy of the other person until you have tried all possible methods, or until the other person clearly repeats "no" several times.

1.2 Methods and techniques of conducting a business conversation

To build argumentation, the main methods are used:

The contradiction method is based on identifying contradictions in the argumentation of the adversary. This method is inherently defensive.

The comparison method is extremely important, especially when the comparisons are well matched.

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

Exaggeration technique. It consists in generalization of any kind and exaggeration, as well as in drawing up premature conclusions.

Technique of the anecdote. One witty or humorous remark made at the right time can completely destroy even carefully constructed argumentation.

The discussion can be sharp, but it must always be honest. If your partner has convinced you, then this should be admitted, as it takes a lot of courage to admit that you are wrong.

The choice of the way of argumentation. Depending on the characteristics of the partners, various ways of argumentation are chosen. So, for an engineer, a few numbers will mean more than a hundred words. In such a case, the fundamental method with digital data should be applied.

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 privately before the start of negotiations, since one-to-one can achieve much greater results than in a conference room;

In extremely difficult situations, it is useful to take a break so that the heads "cool down", and then come back to the same question.

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

Chapter 2. Psychological features of business negotiations

2.1 Business negotiations, meetings, discussions

Principled negotiations (on the merits) aimed at cooperation and the search for a reasonable agreement in principle are most effective. Fundamental negotiations involve the following procedures:

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

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

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 the bare will or whim of each side. The main thing is to try to achieve a result, guided by criteria that have nothing to do with the competition of will, and give in to arguments, not pressure.

7. Reach agreement and implement the plan. If these rules are observed, it is possible to carry out negotiations "without defeats".

A business meeting can be attended by 7-9, maximum 12 people, a larger number of participants can already reduce work efficiency. The topic of the discussion should be predetermined so that the participants can prepare professionally, think over their proposals, and even prepare relevant reports. The spatial arrangement of the participants in the form of a "round table" is important for enhancing interaction. inactive ", stopping the" talkative ", determining the order of giving the floor, asking the necessary questions, carrying out paraphrasing and summing up the intermediate results, giving a concluding commentary on the meeting.

There are three stages.

1) Formulation of the question: introduction to the course of the matter, formulation of the question, formulation of the starting position, formulation of the question.

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

It should be remembered that a business meeting involves the possibility of criticism of subject positions, and not the personal characteristics of the person who expressed it, and it is recommended to observe the rule: first note the coincidence of positions, and then discuss the difference between different positions and approaches to solving the problem, convincingly arguing the advantages and disadvantages of each alternatives. In case you come under fire of criticism, it is useful to turn the attack on yourself into the attack on the problem: "I am glad that you are concerned about the same question, and you are trying to find the best solution ...". The main thing is not to win the dispute, but to move forward in solving the problem. It is important to treat your position not as the only possible and the 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 the participants, the following can be used: 1) statements in a circle or 2) the method of "brainstorming". In case of a conflict of opinions, there can be two forms: competitive-competitive and cooperative-cooperating. In order to weaken hostility in the competition of opinions, conciliation commissions or groups can be created, including participants with opposing views, which must determine the points in which their opinions agree, find points in a foreign position that are pleasant or may be useful for the optimal solution of the problem.

Various behaviors of participants in a meeting:

c) negative role: aggressive behavior, blocking decision-making, "narcissism", rivalry, seeking sympathy.

The facilitator plays an important role in the discussion. He must:

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

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

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

5. organize an exchange of views (willing or in a circle);

6. activate passive ones (ask the silent one with a question, with a request for help);

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

8. not to allow deviations from the topic (tactfully stop, remind of the purpose of the discussion);

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

10. help the group come to a consensus;

2.2 Psychological characteristics of national styles of negotiation

The English style of conducting commercial negotiations is characterized by the fact that the 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 flexible enough and willingly respond to the initiative of the opposite side. British partners are characterized by a pragmatic approach to business, empiricism. It is traditional for them to avoid sharp corners. British businessmen are some of 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 at least in general terms to find out the corporate structure of the market of this or that product, the approximate level of prices and the trend of their movement, as well as to obtain information about the features of the company you need and about the people who work in it. ... And only after that you can make an appointment.

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

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

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 working with you. Therefore, the negotiators must include highly qualified specialists who are able to solve complex technical issues on the spot, as well as a good translator who knows the specific terms of your case. Then the commercial stage of negotiations begins. Chinese companies, as a rule, have well-trained commercially and experienced personnel, have extensive market information and in the process of negotiations often refer to contracts previously concluded with great advantage for themselves. Your commercial position should be based on a good knowledge of the world market conditions and supported by competent technical and economic analysis and specific materials.

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

Conclusion

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 in relation to a certain type of activity, the subject of communication is business;

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

In business communication, intuitive forebodings are often manifested, helping to make the right decision in difficult, uncertain situations;

A variety of types of interlocutors;

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

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

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

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

3. detailed justification - argumentation;

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

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

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

Bibliography

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In political, business, commercial and other spheres of activity, business conversations and negotiations play an important role. Not only individual researchers, but also special centers are engaged in the study of the ethics and psychology of negotiation processes, and the methods of negotiation are included in the training programs for specialists of various profiles. Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires the participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, an important role is played by what gestures and facial expressions we accompany speech (non-verbal communication). Knowledge of non-verbal aspects of communication becomes especially important when negotiating with foreign partners representing other cultures and religions.

Ethics and psychology of business conversations and negotiations.

A business conversation includes the exchange of views and information and does not imply the conclusion of contracts or the development of binding decisions. It can be of an independent nature, 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: defining the subject (problems) of negotiations, finding partners for their solution, understanding their interests and interests of partners, developing a plan and program of negotiations, recruiting 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: the beginning of the conversation - the exchange of information - argumentation and counterargumentation - the development and adoption of decisions - the completion of the 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 preceding negotiations with the participation of heads and members of delegations. The success of the negotiations as a whole largely depends on the results of such preliminary contacts. Noteworthy are six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, proposed by American specialists. These rules, by the way, retain their significance in the course of negotiations.

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

2. Understanding. Lack of attention to the partner's point of view limits the ability to develop mutually acceptable solutions.

3. Communication. If your partners are not very interested, try to consult with them. This will help maintain and improve the relationship.

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

5. Avoid mentoring. It is unacceptable to teach a partner. The main method is persuasion.

6. Acceptance. Try to take the other side and be open to learning new things from your partner.

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

It is important to use security questions during any conversation to find out if your partner understands you. Examples of test questions: "What do you think about this?", "Do you feel the same as me?" Leading questions are necessary when you do not want to let the other person force you into an unwanted direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you need.

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

Alternative questions give the interlocutor a choice. The number of options, however, should not exceed three. Such questions require a quick response. In this case, the word "or" is most often the main component of the question: "What term of discussion suits you best - Monday, Wednesday or Thursday?"

Confirmatory questions are asked to reach an understanding. If your partner has 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 as ...?", "Surely you are glad that ...?"

Counter questions are aimed at gradually narrowing the conversation and bring the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but a counter question is a clever psychological trick, the correct use of which can provide significant benefits.

Introductory questions are designed to identify the opinion of the interlocutor on the issue under consideration. These are open-ended questions requiring a detailed answer. For example: “What effect are you expecting to make this decision?” Guidance questions are asked to determine if your partner continues to adhere to a previously stated opinion. For example: "What is your opinion on this point?", "What conclusions did you come to?"

Unipolar questions - imply the repetition of your question by the interlocutor as a sign that he understood what it was about. By doing this, you make sure that the question is understood correctly and that the respondent gets time to think about the answer. The questions that open the negotiations are very important for an effective and engaging 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 this interest you?"

The closing questions are aimed at an early positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, accompanied by a friendly smile: "Was I able to convince you of the benefits of this offer?" And then, without an additional transition, you can ask the question concluding the negotiations: "What time of the implementation of this proposal suits you best - May or June?"

Accuracy

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

Honesty

It includes not only loyalty to the obligations assumed, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact

Does not exclude persistence and vigor in negotiating with the observance of correctness. Factors that interfere with the course of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

Ability to listen

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

Concreteness

The conversation should be specific, not distracted, and include facts, numbers, and necessary details. Concepts and categories should be agreed upon and understood by partners. Speech should be supported by diagrams and documents.

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