Negotiation preparation, strategy frameworks, and tactic recognition. Use when the user is preparing for salary, business, or contract negotiations.
Structured preparation and strategy for any negotiation — salary, business deals, contracts, disputes.
Your power in any negotiation comes from your alternatives. Before entering any negotiation:
If your BATNA is strong, you negotiate from strength. If it's weak, improve it before negotiating.
The overlap between what you'll accept and what they'll offer:
Your range: [reservation point -------- ideal outcome]
Their range: [their ideal -------- their reservation point]
ZOPA: [overlap area]
If there's no ZOPA, no deal is possible. Focus on expanding the pie (finding new value) rather than splitting it.
The first number on the table sets the psychological frame:
Before any negotiation:
Common tactics the other side may use — and how to respond:
| Tactic | How It Looks | Counter |
|---|---|---|
| Deadline pressure | "This offer expires Friday" | Test it — real deadlines are rare. Ask "what happens after Friday?" |
| Good cop / bad cop | One person is harsh, the other "fights for you" | Recognize it. Address both as one team. |
| Nibbling | Small asks after the deal is "done" | "That changes the deal — let's reopen the full discussion" |
| Anchoring extreme | Absurdly high/low opening | Don't counter-anchor from their number. State your own researched position. |
| Silence | They go quiet after your offer | Sit with it. Don't fill the silence by negotiating against yourself. |
| Appeal to fairness | "That's just not fair" | "Help me understand what fair looks like to you" |
| Take it or leave it | "This is our final offer" | Rarely true. Test with a question, not a concession. |
| Splitting the difference | "Let's meet in the middle" | Only fair if the anchors were fair. Don't reward an extreme anchor. |
## Negotiation Prep: [Context]
### Your Position
- **Ideal outcome:** [what you want]
- **Reservation point:** [worst you'd accept]
- **BATNA:** [best alternative if no deal]
### Their Position (estimated)
- **Likely priorities:** [what matters to them]
- **Constraints:** [budget limits, authority, timeline]
- **Their BATNA:** [their alternatives]
### Strategy
- **Opening move:** [how to start]
- **Key arguments:** [your strongest points with evidence]
- **Concessions to offer:** [low-cost to you, high-value to them]
- **Red lines:** [non-negotiable items]
### Tactics to Watch For
- [Based on context, which tactics are likely]
### Recommended Approach
[Specific strategy recommendation]