Prepareby knowing your walk away [conditions] and by building the number ofvariables you can work with during the negotiation... you need to have a walkaway... a combination of price, terms, and deliverables that represents theleast you will accept. Witho
Insteadof suppressing conflicts, specific channels could be created to make thisconflict explicit, and specific methods could be set up by which the conflictis resolved.
A goodmanager doesn't try to eliminate conflict; he tries to keep it from wastingthe energies of his people. If you're the boss and your people fight youopenly when they think that you are wrong that's healthy.
Duringa negotiation, it would be wise not to take anything personally. If you leavepersonalities out of it, you will be able to see opportunities moreobjectively.
