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Emotional intelligence is crucial to successful negotiation. Emotional skills can help you develop a sense of awareness of yourself and others and empower you to manage your emotions with others to ensure positive outcomes. It gives us a better understanding of The role of visualization, and how to make adjustments in your subconscious to increase the likelihood of success. For years, Dr. Kerry Fleming, CEO of Ashridge International School of Business at Hult International Business School, has designed MBA courses and leadership development programs for top Fortune 500 companies for many years. With his rich experience, Dr. Fleming publishes Leader's EQ, which provides practical insights and strategies for leaders to effectively manage their emotions with others and to use emotional intelligence to gather people's hearts and enhance leadership. In his book EQ Dr. Liming also pointed out the important impact of the emotional intelligence on the negotiations. 
Nelson Mandela studied the history of South African white men during his prison time and taught himself the prison guarded language, Afrikaans, knowing that looking at the world from the opponent's eyes was The ability to act on future negotiations will play an important role empathy and emotions - whether for themselves or for others - play a crucial role in negotiations and transactions, regardless of Is in politics or in business. Emotional insights can help you find your blind spots and prejudice and increase your self-control. Harvard Business School professor Michael Wheeler once compared the skills of a bargaining expert to a jazz Musician, or comedian Improvising skills. Artists like this are very good at reading the emotions of the audience, who respond creatively to unexpected situations and always surround the theme of a performance. "Whenever Professor Wheeler says You risk being tied up with a stiff plan when you think of the sweat, and you miss out on creative opportunities to solve the problem or at the very least deal with the problem. Even if you are able to stay calm and others can not do it, everyone loves the feeling of being in control of the situation, and as a negotiator we need to say yes but seldom do what we can. As part of the psychic building you need to do the negotiation Good mood preparation Unlike our intuition, if we silently say "Do not be nervous, do not be nervous," this may have the opposite effect on the negotiation because it will divert your attention from each other to Yourself. "Professor Wheeler said a better way would be to turn his anxiety into a curiosity by listening to each other's thoughts and observing each other's expressions, with each other in subtleties of speech, body language, and tone Changes will prompt you where their focus, from an emotional point of view, you can find other people can not find the negotiation opportunities. As Professor Wheeler pointed out in his book: 'If you can concentrate, your heart will be quiet.' Neurology and psychology give advice on the way in which negotiators achieve emotional balance and self-help, such as , Retrospect of past achievements will make people become optimistic.Hormone release experiments show that: walking tall and straight to reduce anxiety.Microsoft's senior manager of business development Erin Egan (Erin Egan) trying to change their tense For excitement, not to suppress it, she said: 'I'll try to imagine a really positive result, telling myself I'm going to come up with a really great deal.' It may sound simple, but it is scientifically based, and at Harvard's research trials, volunteers who were carrying out high-pressure tasks while talking "I'm excited" said "I feel Very Calm, "who can make the task even better.What we're trying to say here is that it's easier for people to turn anxiety into excitement than to turn anxiety into calm. Business people can learn from diplomats and peace defenders about the inner conditions of hostile camps. The bargaining chips on hot issues are all life and death chips. For them, what works and what It's worth it to learn that Jeff Wiss, a visiting professor at West Point and a partner at Vantage Partners management consulting firm, sees conference room negotiation and battlegrounds as essentially similar: He moved the U.S. troops into Afghanistan An incident was compared to a case of a management consulting that he himself had undergone, where in the case of Afghanistan, western intelligence officers mistook the head of a village for a year. The mistreated village leader demanded that the U.S. military apologize to him and improve their investigation process, not just for compensation, but the officer handling the case did not try to relieve his feelings or soothe his emotions, but only took As a result, the village leadership, despite getting a lot of financial compensation, has been increasingly resentful toward the U.S. military. He vowed not to believe in Westerners nor to mobilize his villagers to stop believing in Westerners. The U.S. military officer made a typical negotiation mistake that many businesses often make - by buying goodwill as a shortcut to solving the problem, rather than doing the job of repairing trust, as Wies said: 'If you can not stand by each other Thinking, not digging deep into the root causes of the problem to ensure that it will not happen again, you can not really repair your relationship no matter how much you pay. 'Of course, even if you listen patiently and try hard to explore and show you the other Empathy, but still can not reach the ideological agreement with each other.Many negotiators are actually just around the money careless, and sometimes one party would like to get clever negotiation opportunities to make the cake bigger, while the other is Just want to bargain in the end in terms of ability. Wheeler said: 'A negotiator can handle many emotional responses with ease, and if someone is completely unreasonable and distorts facts, and you've been trying to correct them without success, you can tap and beat them appropriately to get their attention. But this type of beating has tactics to achieve well-planned results, not the result of your rage, and even if you are emotionally prepared, there is no guarantee that your conversation will work, Because during times of intense confrontation, negotiators misread the motives of misjudging each other, you may not neglect them at all, but they will be misunderstood by each other. Experienced negotiators know how to calm themselves down when emotions are high. One of the easiest and most effective ways to do this is to pause the negotiation and take a break. And what William Ury is advocating is putting yourself outside the bar to observe and think about it. When you take a step back, your opponent does not move, but your view of the whole situation can happen Change. Michael Mcllwrath, a lawsuit director at GE's Oil and Gas Division, shared a case in point where he spent three months trying to negotiate with a major European energy conglomerate but did not reach that level Any result.When the relationship between the two parties was at a tough point, the other party put forward a very weird and financially complicated proposal which made him think that the other party was totally disruptive and therefore had to veto until later One of his colleagues told him that while his colleagues replied, 'Oh, very interesting, it sounds like a good idea,' he realized it was a very clever and win-win proposal, and Michael later recalled: 'From It was not until the very first day that the first very bad negotiators reached an agreement and both parties finally became big winners, and the two companies have since established good business relations. It is our own example of the thing itself, which is arguably the best example of this maxim. Impromptu agreement - jazz musicians give us the guide Professor Michael Wheeler has said that negotiations and jazz play are equally unpredictable for what anomalies can occur in the middle of a skilled improvisational negotiator who has the following capabilities. ◇ Know how to understand emotions. By paying close attention to others' body language, discourse and voice intonation, they will find opportunities for cooperation not seen by others. ◇ know advance and retreat, just as those music masters, negotiators know both when to act as the protagonist to lead others, but also know when the supporting role of the stage left to others. ◇ Know how to control rhythm.If the negotiations are deadlocked, then throwing an unexpected problem may play an ice-breaking role. If the other party is unreasonable, you can clap him with a table and say 'no' or simply But once you make that choice, remember that this should be your rational choice rather than an emotional choice. ◇ Know when the inspiration goes away to be completed work put a put.If you stuck at a point, try to break through to another point; if your temper out of control, and quickly go to take a break. ◇ Know that the plan should be adjusted according to the actual situation, not according to the plan to adjust the reality.Game strategy should be used as a hypothesis to test, adjust or abandon, they should not just talkative.
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