Negotiation in Action: 10 Evidence-Based Coaching Practices
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Negotiation in Action, these are the strongest matches in the current practice library.
Practices that may help
- Logroll by trading issues of unequal importance
Concede on what matters less to you in exchange for gains on what matters more.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Negotiate: know your minimum and be willing to give and take
Decide in advance what you are willing to accept short of your full ask, and be ready to offer something in exchange.
DEAR MAN: DBT’s Skill for Asking for What You Want Effectively - Run a negotiation debrief to learn what value was left on the table
After closing, compare priorities with the other side to see the trades you both missed.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Invent options for mutual gain
Brainstorm multiple possible deals before deciding, expanding the pie before splitting it.
Getting to Yes: Principled Negotiation - Trade across issues where each side has different priorities
Give the counterpart what they care most about; get what you care most about — logrolling is only possible when interests differ.
Interests vs. Positions: The Core of Integrative Negotiation - Use a post-settlement settlement to improve a deal after agreement
Once you have a deal, offer to keep exploring whether a better one exists for both sides.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Focus on interests, not positions
Ask why a position is taken — the underlying interest is almost always more negotiable than the stated demand.
Principled Negotiation, Made Practical - Separate the people from the problem
Address relationship concerns and substantive issues in different registers — treating people well and the problem hard.
Principled Negotiation, Made Practical - Probe for interests, not positions
Ask why the other side wants what they say they want before responding to what they say.
Expanding the Pie: Negotiation Beyond Splitting the Difference - Trade across differing priorities
Give on what you value less to get what you value more — and have them do the same.
Win-Win Thinking: Expanding the Pie
Does this sound like the set of challenges you might be facing?
- There are several things on the table here, and some matter way more to me than others
- The second they push back I either cave completely or harden into all-or-nothing, because I walked in without ever deciding what I could actually live with
- The deal is closed and fine, but I keep negotiating in the dark
- We’re treating this like there’s one pie to fight over and someone has to lose
- We’re haggling issue by issue, splitting the difference on each one, and it’s leaving us both worse off
Related concerns
- Negotiation Research
After closing, compare priorities with the other side to see the trades you both missed.
Run a negotiation debrief to learn what value was left on the table
- Relationship During Negotiation
Address relationship concerns and substantive issues in different registers — treating people well and the problem hard.
Separate the people from the problem
- Add Issues Negotiation
When you’re stuck on a single issue, adding more issues often creates room for trades that satisfy both sides.
Expand the ZOPA by adding issues to the negotiation
- Compromising Negotiation Examples
Concede on what matters less to you in exchange for gains on what matters more.
Logroll by trading issues of unequal importance
- How To Negotiate Never Split The Difference
Chris Voss’s core move is tactical empathy: name and voice the other side’s emotions so they feel understood, which lowers their defenses and opens real bargaining. The signature tools — mirroring, labeling, calibrated questions, and the accusation audit — are practitioner tactics from FBI hostage negotiation, grounded in well-established psychology of emotion and rapport rather than tested as a packaged system.
- Integrative Negotiation
When both sides care about the same thing — quality, reputation, timing — agreements that serve that shared interest outperform splits.
Identify compatible interests for joint gain
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