Negotiation News  June 2007

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1. Go on a Mission "Four score and seven years ago," or "I shall return," or "we will fight them on the beaches," or "give me liberty or give me death," or "one by land and two by sea," or "ask not what your country can do for you but ask what you can do for your country", are all famous quotes. And each one of the famous people who made these powerful words had something very powerful in common besides being great people of their time. They were masters of the thought process and use of mission and purpose. So what do those famous quotes have to do with my negotiations? Well, let me see if I can help you discover what makes the Camp System of Negotiation so powerful and why it has the advantage over any other training. Negotiation by definition is the effort to bring about agreements between two or more parties with all parties having the right to veto! We'll talk about this later in another article. So here we are spending our lives either making agreements or attempting to make agreements. In each and every person's life are hundreds, maybe thousands, of agreements. To get to those agreements are thousands of decisions. In fact the only thing in this life you are ever responsible for are your decisions. Just think about that for a moment. The only things you will ever be responsible for are your decisions. Now the key question here is how do we make decisions? Medical science teaches us that we make decisions emotionally with vision. How we see it is a very important phrase. How many times have you said, "well the way I see it, this is going to happen so I am going to do this?" You look back on history, and you see decisions that were gigantic, both good and bad. Then you study those decisions and try to see what that person saw at the time. Terribly hard decisions come easier when the mission and purpose is clear. In a letter of response to Horace Greeley, editor of the New York Tribune, President Lincoln explained his Mission and Purpose clearly. "As to the policy I "seem to be pursuing" as you say, I have not meant to leave any one in doubt. I would save the Union. I would save it the shortest way under the Constitution. The sooner the national authority can be restored; the nearer the Union will be "the Union as it was." If there be those who would not save the Union, unless they could at the same time save slavery, I do not agree with them. If there be those who would not save the Union unless they could at the same time destroy slavery, I do not agree with them. My paramount object in this struggle is to save the Union, and is not either to save or to destroy slavery. If I could save the Union without freeing any slave I would do it, and if I could save it by freeing all the slaves I would do it; and if I could save it by freeing some and leaving others alone I would also do that. What I do about slavery, and the colored race, I do because I believe it helps to save the Union; and what I forbear, I forbear because I do not believe it would help to save the Union. I shall do less whenever I shall believe what I am doing hurts the cause, and I shall do more whenever I shall believe doing more will help the cause. I shall try to correct errors when shown to be errors; and I shall adopt new views so fast as they shall appear to be true views. I have here stated my purpose according to my view of official duty; and I intend no modification of my oft-expressed personal wish that all men everywhere could be free." As President Lincoln demonstrates, mission and purpose clarifies our vision and our thoughts and dramatically enhances our decision making. The key ingredient to great negotiations success is a valid mission and purpose. Only The Camp System of Negotiation Training provides great mission and purpose instruction. Back to Top   2. News from The Jim Camp Group "No: The Only Negotiating Strategy You Need for Work and Home" is finally here and it's packed with 20 years of negotiating wisdom that will help you get more of what you want in life. Get your copy from Amazon at http://www.startwithno.com/nobook.html or call us to order multiple copies and enjoy a great bonus from us. Back to Top 3. In the Name of Understanding There are things we do to ourselves that confuse our decision making ability and put us at a great disadvantage in negotiations. One of those I have observed during my last 20 years of coaching negotiations is how people use words and what those words mean and do to their thought process and mindset. Let me give you an example. How many times a day do you say the word "need?" How many times a day do you hear someone else say the word "need?" Well, it's a simple, often-used word that seems to mean priority, but when I have an audience in a workshop and I ask for a definition, people say, "it is something required to survive." Whoa! "Required to survive" is pretty heavy. Then I ask, if you don't have it and it is required, what do you have and they say, "death!" So what happens to us? We run around all day long using a word that drives our emotions to a boiling point, raising stress and negatively impacting the very area where our decisions are made in every negotiation. Another word that is so often misused and can ruin our efforts at negotiation is the word "understand." Anyone who ties understanding to decision making is making a terrible mistake and is getting hammered in negotiations. How many times have you entered a meeting determined to help people understand a thought, a concept, or an idea only to leave the meeting with no decision? So what happens is out comes the PowerPoint to help everyone understand, and after all the beans are dumped in their lap, we hear those dreaded words, "we'll take it under advisement." Or worse, there are now twenty objections to the data presented even though the audience proclaims to understand the situation. What is the real problem with the word "understand?" It leads us to believe decisions are intellectual. They are not. They are emotional. So we strike the wrong side of the brain with facts and information and at best create objections and at worse create terrible stalemates. Then what do we do? To make matters worse, we repeat the process all in the name of helping others understand. So what do we do? We discover that the use of words must be correct. For example, we don't need for them to understand the problem; we want them to see the solution and decide to take action to fix it. The key word here is see. Decision is driven by vision. If you listen closely to yourself and others, you will hear those very words spoken. Words like "I see how that applies, I will do it immediately." Or questions like, "don't you see the problem?" Or, "what does it look like?" When was the first time you saw that happen? Even as a kid you heard the chant, "can't hit what you can't see." We knew the kid wouldn't decide to swing the bat if the ball was thrown fast enough he couldn't see it. Remember this: your job is to help create and influence vision in the adversary, not create a mind blockade with facts and figures. Back to Top

*** Thanks for reading! *** Would you like for a coach to call you right now? Email jcamp@startwithno.com and enter your phone number in the body of the message. All the best, Jim Camp Systematic Decision-Based Negotiation 614-764-0213 http://www.startwithno.com If you know someone who could benefit from the information in this email, please pass this message on to a friend. Questions, comments, or suggestions about this newsletter? Contact jcamp@startwithno.com

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