b"Chapter 9 d.Define the stakes and conditions: measure what you can use when negotiating and think about new factors you can introduce.It is best to identify specific measures for success. Of course, if youweretoconsidereverynegotiableconditioninacomplex negotiation,youcouldendupdealingwithmillionsofpossible combinations.Butyoushouldatleastlookatthemainitemsonyourlistto determine the value and thus inform your process. Thiswillhelpminimizepsychologicaleffectsandstreamline decisions on both sides, increasing the likelihood of acceptance.2.Focus on potential: negotiation, as opposed to haggling, can create new valueratherthansimplydistributeit.Newvalueiscreatedby substituting something you want by offering something in return.Having multiple negotiation items to trade ensures that you can increase the potential for success, rather than reduce it in the process.3.Establish an atmosphere of trust and transparency: At the start of every negotiation,revealyourprioritiesandasktheothersidetobeopen about theirs. This seems counterintuitive, as many people don't want to share this information because they fear the other party will misuse it.Some research suggests that full transparency can lead to manipulation tactics. However,revealingyourinterestcansignalcooperationandelicit reciprocity.Iftheotherpartyalsooffersinformation,youshouldfeel empowered to share more.Your counterpart's priorities will provide you with important information that you may not have acquired during preparation and can lead to the discovery of potential compromises and concessions.This is often overlooked in negotiations, as both parties tend to think that they want to get, for example, a better price and just focus on that.In such a situation, to generate the optimal result, do not talk about the price at the start of a negotiation. Leave the more difficult elements for the end. 290Germain Decelles"