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think we can work out this issue/overcome this objection/diffuse this concern?" The other person often has a suggestion in mind that is workable. And on other occasions, he or she may concede that the issue is unsolvable and, as a result, drop it as a criterion for coming to agreement. |
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Tip 740: Reduce resistance to "Precedent Setting." |
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Sometimes people fear giving you what you want simply because they don't want to set a precedent for other people or for later dealings with you. You hear comments like these: "But if I do this for you, everybody will expect me to . . . ," "If I sell this one to you for X dollars, then you're going to want to buy all of them at X dollars," "But if I don't require you to do X, nobody will want to do X." To reduce this pressure on other people, you'll need to find a way to help them justify in their own minds how the current situation differs from others that may arise later. That difference becomes the crucial difference. |
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Tip 741: Borrow someone's library, one book at a time. |
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If you ask the other person for everything you want and that everything is a lot, your requests will be taken seriously. If, however, you're asking to borrow only one book at a time, the person may not even take the trouble to padlock the library. In negotiating for added job responsibilities, the principle might work like this: Instead of asking to move into a new job when someone resigns from the company, you might ask to add one of those job responsibilities to your current job. Six months later, you may ask for another responsibility from that original job. Before you know it, you may have borrowed someone's entire job, one task at a time. |
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Tip 742: Apply the rule of supply and demand. |
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Have you ever shopped in a department store and expressed interest in a chair only to have the salesperson respond with, "Those may be all gonelet me check the stock on that." Then he or she returns with, "You're in luckwe have only two left." The tactic: If you want it, we'd better write up the order quickly before someone else beats you to it. The principle doesn't have to be used as trickery, however. If what you offer has a limitation, say so. Let the other person know that by waiting, the choices may be limited, the quality may decrease, the offer may be withdrawn, the process may get more complex, or the price may change. |
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