Open-ended questions designed to give the other side the illusion of control, encourage thinking, remove aggression, and guide towards solutions, creating a perception that they are in charge while you guide the conversation.

System 1 is fast, instinctive, and emotional thinking, while System 2 is slow, deliberative, and logical thinking; System 1 heavily influences System 2.

Listening as a martial art, balancing emotional intelligence and influence to gain access to another person's mind and increase your influence. Encompasses actively focusing entirely on the other person, prioritizing their perspective, and creating situations where they are compelled to consider your needs, including understanding their worldview and values.

The concept that people are statistically more likely to act to avoid a loss than to achieve an equivalent gain; also involves the certainty effect.

Good negotiators use multiple hypotheses and test them with new information, rather than relying on untested assumptions.

Slowing down the pace of a negotiation helps to calm the situation and allows for better information gathering and rapport building.

Using a deep, soft, slow, and reassuring voice to convey control and calm in a negotiation.

Imitating the other person's speech patterns, vocabulary, or key words to create rapport and trust.

Validating someone's emotion by acknowledging it, giving it a name to show you identify with how that person feels. Involves addressing and diffusing negative emotions while reinforcing positive emotions. Also involves combining rearticulating the meaning of what is said with acknowledging the underlying emotions.

Listing every terrible thing your counterpart could say about you to defuse their negative perceptions from the outset.

Prioritize eliciting 'No' responses to create a safe environment for negotiation and uncover true objections, rather than pushing for superficial 'Yes' answers. Recognizing that 'No' provides the speaker with feelings of safety, security, and control.

Distinguish between different types of 'Yes' to gauge true agreement and commitment in a negotiation (Counterfeit, Confirmation, and Commitment).

Influence others by understanding and addressing their needs and perspective, rather than imposing your own.

A five-stage model for negotiators progressing from listening to influencing behavior: active listening, empathy, rapport, influence, and behavioral change.

Accepting a person completely as they are, which fosters real change.

A statement of agreement from the counterpart that signals a breakthrough in negotiation.

An agreement that is insincere and merely dismissive.

The ability to influence a negotiation by understanding the other party's unspoken needs and expectations, encompassing positive leverage (the ability to provide or withhold something the counterpart wants), negative leverage (the ability to make the counterpart suffer if they do not comply), and normative leverage (using the other party's norms, values, and standards to advance one's position).

A principle stating that it is better to walk away from a negotiation than to accept an agreement that is unfavorable or detrimental.

A time constraint that can be used as a tool to pressure the other party or be exploited by them.

The subjective perception of equitable treatment that greatly influences emotional responses and decision-making in negotiations.

The underlying emotions, needs, and pain points that motivate a person's decisions and actions.

Reducing or eliminating the other party's resistance and skepticism towards your proposals or ideas.

Approaching negotiation as a process of gently persuading and guiding the other party, rather than overpowering or defeating them.

Recognizing and understanding the influence and dynamics of the team or individuals supporting your counterpart in a negotiation, including those not directly involved but who can influence or block implementation.

Negotiation isn't just about reaching an agreement, but ensuring it's implemented successfully. Focuses on guaranteeing follow-through and uncovering critical hidden information.

A negotiator must proactively shape the negotiation through communication. Employing specific communication techniques to influence the other party, including setting boundaries with 'no', gaining agreement to be heard, shaping their perception of fairness, and creating the perception of control.

A communication model suggesting that only 7% of a message is conveyed through words, 38% through tone of voice, and 55% through body language.

Securing agreement on the same point three times in a conversation to ensure genuine commitment.

Liars tend to use more words, third-person pronouns, and complex sentences to distance themselves from the lie.

The process of negotiation involving offers and counteroffers to reach an agreement on price or terms, negotiating aggressively to achieve the best outcome.

Three distinct behavioral profiles that influence how individuals approach and conduct negotiations.

An initial offer that is intentionally very high or very low to influence the other party's perception of value and negotiation range.

A well-timed expression of offense or indignation to signal strong disagreement and potentially influence the other party to reconsider their position.

The willingness to abandon a negotiation if the terms are not acceptable, indicating a clear bottom line and preventing being taken hostage.

The range between the seller's reservation price (the lowest they'll accept) and the buyer's reservation price (the highest they'll pay), within which an agreement can be reached.

An unpredictable event or piece of information, previously considered impossible or never imagined, that has significant and game-changing effects.

A framework for categorizing information and uncertainty, encompassing known knowns (facts and information one is aware of and certain about), known unknowns (uncertainties one is aware of but lacks specific knowledge about), and unknown unknowns (information one is unaware of and has never imagined).