Coaching practices for Negotiation Jujitsu
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Negotiation Jujitsu, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- 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 other side keeps coming at me hard
- There are several things on the table here, and some matter way more to me than others
- We’re treating this like there’s one pie to fight over and someone has to lose
- I’m walking into this thing braced for a fight, certain that whatever they get is coming straight out of my pocket
Practices that may help
- 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 - Negotiation jujitsu
When they attack your position, don’t push back — redirect the force toward the problem.
Getting to Yes: Principled Negotiation - 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 - Invent options for mutual gain
Brainstorm multiple possible deals before deciding, expanding the pie before splitting it.
Getting to Yes: Principled Negotiation - Principled Negotiation, Made Practical
Principled negotiation, developed by Roger Fisher and William Ury in Getting to Yes, replaces positional bargaining with a method built on four elements: separate the people from the problem, focus on interests rather than positions, generate options for mutual gain, and insist on objective criteria. It aims for agreements that are better for both parties than their alternatives — without requiring either to capitulate or play hardball. - Reject the fixed-pie assumption
Stop assuming your gain must be their loss — most negotiations have hidden joint gains.
Win-Win Thinking: Expanding the Pie - Insist on objective criteria
Anchor the deal to independent standards — market rates, precedent, expert opinion — not willpower.
Getting to Yes: Principled Negotiation - Walk away cleanly when the deal falls below your reservation price
Saying no to a bad deal — and meaning it — is the practice that gives all the others their teeth.
BATNA: Your Best Alternative to a Negotiated Agreement - Expand the pie before you divide it
In negotiations, surface what the other side actually values most before claiming your share.
Give and Take: The Giver Advantage - 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
Related concerns
- Negotiation Learning
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
- How To Negotiate Without Giving In
Decide in advance what you are willing to accept short of your full ask, and be ready to offer something in exchange.
Negotiate: know your minimum and be willing to give and take
- Negotiation Bias
An offer you would accept from a neutral party may feel unacceptable simply because your adversary made it — know this bias by name.
Recognize reactive devaluation in yourself and your counterpart
- Negotiation Research
After closing, compare priorities with the other side to see the trades you both missed.
- Getting To Yes Principled Negotiation After A Setback
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
- Getting To Yes Principled Negotiation As A Parent
Getting to Yes (Fisher & Ury, of the Harvard Negotiation Project) argues for negotiating on the merits instead of haggling over positions: separate people from the problem, focus on underlying interests, invent options for mutual gain, and judge outcomes by objective criteria — with your BATNA as the source of real leverage. It’s an influential framework grounded in decision theory and negotiation experience rather than a lab-tested protocol.
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