"The Negotiation Weapons McKinsey Taught Me" The excitement of negotiation varies, but it cannot be separated from logical thinking.

The world is a negotiation table and everyone is a negotiator. ——Yang Zuhong

"The Negotiation Weapons McKinsey Taught Me" is a book by Japanese writer Naotaka Takasugi. He combined his many years of negotiation experience at McKinsey and Company and pointed out for the first time the importance of logical thinking in negotiation and communication. , he believes that mastering logical thinking ability is the basis of negotiation. The so-called negotiation is to exchange things with different evaluations under an intolerable deadlock.

First of all, negotiation originates from deadlock. If deadlock does not exist, negotiation will not happen; secondly, the essence of negotiation is exchange, creating various things with different evaluations for each other for negotiation or exchange. Simply put, negotiation is an integral part of business activities and daily life, and it is also one of the core skills that ordinary people need to possess.

However, in the process of people practicing negotiation, due to human weaknesses and cognitive biases, unnecessary misunderstandings often occur in negotiations. So, how can ordinary people develop their own logical negotiation skills? In the book "The Negotiation Weapons McKinsey Taught Me", Naotaka Takasugi created a set of scientific and effective logical negotiation methods for us, allowing ordinary people to easily become master negotiators.

Today, I will interpret this book from three aspects: what is "logical", why you need to confirm logic from the other party's perspective during negotiations, and how to use logical negotiation skills in negotiations.

The so-called "logic" refers to the situation where the development process conforms to the logical system, has logical characteristics, and adheres to logical rules. The logic of negotiation is to find the line that can carry them from the complicated things, and connect the things together to form a complete logic.

Naotaka Takasugi said in the book "The Negotiation Weapons McKinsey Taught Me": In order to achieve healthy negotiations, while exploring the other party's true psychology, you must also let the other party understand your own proposition, so speaking and writing It has to be "logical".

How can it be "logical"? This includes three aspects: first, a clear claim, second, sufficient evidence, and third, the evidence can correctly support the claim.

Let me give you an example to help you understand "logical". There is a person who wants to play in KTV, but he has no money. So this person randomly entered a private room and said that he had lost in the game of Dare next door, and his punishment was to come over and sing. As a result, this person used the same method to sing in more than 20 private rooms and drank for free.

On the surface, this is a joke. If we look at this problem "logically", the meaning is completely different. The three main issues analyzed in this joke are as follows:

1. Clear proposition: How to get the opportunity to sing at KTV for free when you have no money;

2. Full Argument: Use the familiar KTV game "Adventure" to get the opportunity to sing for free;

3. The argument can correctly support the claim: This person makes full use of other people's resources to achieve his goals even when his own direct resources are insufficient. My goal is actually to create a value exchange mechanism.

When we explain something clearly, we can rehearse it in our mind first, find out the logic of the event according to these three points, and then talk based on the logic. Because in the negotiation process, the most taboo thing is a hammer in the east and a stick in the west, which makes people confused. Negotiating without logic will make people think that your thinking is chaotic. Learning to negotiate logically can help you stand out in life and work.

The negotiation process is actually the language communication process of the negotiators. Just imagine, a person is talking to you. He just talked about how things are at work, and then talks about how bad his boyfriend is. Before he finishes talking, he talks about what he had eaten last night. You will definitely feel very confused and unable to grasp the key points. The same goes for negotiation. The reason why many people are at a disadvantage during the negotiation process is because they are too anxious to convert their thinking into language and say whatever they want without systematic thinking. In the end, they will be led by the other party's lead.

Someone once said something like this: Don’t play the “I have a secret” trick when writing an article. Instead, you should summarize it first and then go into the details. The same principle applies to negotiations. You should state your opinions first, and then use arguments to arouse the other party's cries.

Why do you say this? There is such a joke in "Liu Yong - The Words of the World". A mother was cooking at home, and the neighbor's wife suddenly ran over shouting: "It's incredible! It's incredible! Your child is playing ball in the street. Run to the middle of the road to pick up the ball, and a big truck is coming. Your child..." At this point, the child's mother had already fainted and fell to the ground. The neighbor's wife hurriedly shouted: "What's wrong with you? Don't worry! I mean your child was almost hit by a car. He's fine!"

Because he didn't tell the conclusion first, it almost led to this A mother was so frightened that she was hospitalized. Such a narrative method that reverses the focus is obviously not advisable. Failure to pay attention to the order may cause unnecessary harm in life, and may make the other party lose patience in negotiations. After all, people's patience is limited. If the other party doesn't know what you want to express and asks him to listen to a long paragraph of content from you, he will really lose his patience. But once you lose patience and continue to listen, so much of what you said will become nonsense.

Naotaka Takasugi said in the book "The Negotiation Weapons McKinsey Taught Me": Don't forget one fact - the person who ultimately judges "whether the arguments can correctly support the claim" is the other party. Standing on the other side's standpoint to test one's own logic is not to change one's own opinions based on the other side's situation, but to correct the trajectory as much as possible without changing the original direction so that the other side can make a sound.

In fact, negotiation is a rewarding process. In this process, the most satisfying thing is to confirm the logic from the other party's perspective and turn "speaking" into something valuable.

In order for the negotiation to proceed smoothly and achieve the goal, it must be logically clear and have a good structure. It's like building a house. No one builds a house wherever they think of it, instead of drawing a design first. The same is true for negotiation. The most important thing is the blueprint. The most effective negotiation blueprint is the pyramid structure.

Canadian writer Brendan Royle once said: "When you say something, make sure you say it clearly, so that your opportunity to speak is reasonable." Regardless of any type of negotiation , a clear and intuitive structure can help the other party better grasp the negotiation content and obtain information quickly. There are two "scientific" pyramid structures for negotiation in "The Negotiation Weapons McKinsey Taught Me" that are worth learning from.

1. The purpose of negotiation achieved by using the "bottom-up method"

Naotaka Takasugi said in the book "The Negotiation Weapons McKinsey Taught Me": "The bottom-up method" " is a method of building up layer by layer from the bottom of the "logical pyramid". The key is to refine information through "grouping by theme", that is, to refine the information from "sub-information" to "key information" and then to "main information". information".

For example, tigers, bats, sea snakes, lizards, ostriches, dolphins, penguins, white swans and other animals can be divided into categories according to "theme". For example, according to "category", they can be divided into mammals. , reptiles, birds; according to "activity place", it can be divided into land, water, air, and can also be classified according to "weight", "food", etc. This will help us quickly find the "topic" suitable for the information ".

The "bottom-up" negotiation method is suitable for situations where the customer image is unclear and effective market strategies cannot be formulated. This method helps us discover problems, formulate countermeasures, and Make the final decision.

2. The purpose of negotiation achieved by using the "top-down method"

Naotaka Takasugi said in the book "The Negotiation Weapons McKinsey Taught Me": "The top-down method "It starts from the "main information" as a hypothesis at the top, and develops "key information" and "sub-information" downwards. This is a top-down method of building a "logical pyramid". Its key words are, no Overlap, no omissions.

For example, if a salesperson wants to report the work plan for the first quarter to his boss, according to the "top-down method", the order of the report content should be:

(1) Sales performance: total sales of 1 million yuan.

(2) Customer maintenance work: serve 100 customers, operate telephone contact, door-to-door visits, etc.

(3) Other auxiliary matters: process application, reimbursement invoice, account opening, etc.

If you reverse the order, it violates the "top-down" principle, and it will give people the feeling that they can't distinguish the priorities, and the boss will probably think that you are a person after listening to your report. There is a problem with the thinking.

Therefore, the "top-down method" is suitable for situations where the proposition has been made clear and ideas need to be sorted out.

Gorky once said: "The most difficult thing is the beginning, that is, the first sentence. Just like in music, the first sentence can set a tone for the entire work, and it usually takes a long time to complete. Look for it.”

In today’s information age, time is precious. Whether it is through negotiation or daily communication, we need to let the other party clarify our theme and purpose from the beginning. If we beat around the bush, branch out, and wander off-topic at the beginning, no matter how good the subsequent content is, the other party will not have the patience. Continued.

Negotiation is an art and a necessary skill for communication between people. It is closely related to our lives and has an inseparable connection. While abiding by industry rules, we must flexibly use logical negotiation skills , let negotiation make life more harmonious and better!

Negotiation comes from life but is higher than life. Master the negotiation skills and make negotiation a "living" art. Let the charm of negotiation burst out and let negotiation benefit you and me. During the negotiation process, only when both parties are satisfied can a final and winning result be achieved.

In "The Negotiation Weapons McKinsey Taught Me", Naotaka Takasugi takes "the practical application of logical thinking" as the premise and explains the logical thinking itself, opening the door to negotiation for us and understanding the essence of negotiation. charm.