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3. Don’t try to handle the toughest issues fi rst. People tend to attack the biggest problems fi rst and do the easy ones later. What usually happens is that we never get past that initial hurdle, and we create a lot of frustration. The best thing to do is start with minor issues that are more easily negotiable. Get the relationship going well and build some momentum before tackling the tougher problems.


4. Don’t assume. When we act as if an assumption is a fact, we are stuck with that premise and the situation often becomes unsuccessful. We shouldn’t assume. We need to fi nd out what the other side really wants. We need to ask the right questions and we must listen to what they are saying.


5. Don’t get defensive and hide information.


Rather than looking at the people on the other side of the table as an enemy from whom we have to hide our information, think of them as part of a team solving a mutual problem. The more information the team can combine, the faster we will reach our goal. We should share what we know with others and encourage others to do likewise.


DETERMINING A


SUCCESSFUL NEGOTIATION In order to determine successful negotiations, we can use these four indicators:


1. All our major interests have been met.


2. The critical interests of the other party have been met.


3. The relationship is good. This does not necessarily mean we are friends, but the next time we meet, it should be at least as easy as this session was.


4. The outcome is better than any alternative we can think of.


By now, you may have realized that a


low-impact approach to negotiation is recommended. There are no scams, tricks or unethical techniques in successful negotiations. Unless we are dealing with someone only once, such tricks will handicap us in the future. Unless we have a crystal ball, there’s no way of knowing whom we are going to run into again. The most sensible way to look at negotiation is as a relationship working toward a win-win solution to a common


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problem. Keep an open mind, gather information and remain calm.


J.D. McHenry is the President of Global Jet Services. He has been involved in numerous aviation maintenance and fl ight operation programs for more than 31 years. His background includes aircraft manufacturer, corporate fl ight operations, FAR 91 & 135 operations, aircraft management, repair stations, and fi xed-base operation. He holds


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