How to reach agreement even with the most intractable opponent: techniques of Henry Kissinger

Henry Kissinger - Nobel Peace Prize winner and one of the most influential politicians of the XX century. As a diplomat and an expert on international relations, he actively participated in the negotiations with the Soviet Union in the period Cold War to build relationships between the US and China, and has played an important role in ending the war in Vietnam.

In the book "The Art of negotiations on Kissinger. Lessons transactions at the highest level ", which will release in October, the publishing group" ABC-Atticus, "the authors study receptions and tactics used by Kissinger. On their basis, they offer practical advice on how to succeed in the negotiation time, learn to choose the right time for concessions and give recommendations on how to maintain a good reputation.

Relationships and understanding

Kissinger is most often perceived as a geopolitical grandmaster who move pieces on the global chessboard, pursuing American interests, what he imagined them; may therefore surprise that the importance that he attached to alignment of personal relationships and goodwill in

negotiations. Naturally, the Kissinger put national interests above personal or regional. However, national interests - this was far more to come.

Kissinger said: "Very often there is a gray area, as it were, where the national interest nesamoocheviden or controversial." In such cases, the fore for Kissinger exits obvious value of direct personal interaction with partners. Often direct contact - is the key to everything, "[because] we can say directly that what really think about what you can not pass through the wire."

Building up trust can bring (and makes) fruits worthy.

Kissinger stresses that develop and strengthen relationship it is important, before the need arises in concrete negotiations. Indeed, as long as someone has focused on the relationship with individuals, Kissinger managed to create a large and diverse network, which has a much wider legal channels and unites journalists, press, TV personalities, culture and scientists-theorists.

While agreeing with the former Secretary of State George Shultz, who emphasized how important it is "to look after the diplomatic garden" to relationships blossomed, Kissinger said: "It is important to establish a relationship even before you need anything, because in the negotiations is important degree of respect when reaches them, or when there is a business a crisis. When the Secretary of State is going somewhere... sometimes the best result is that you are driving does not result, and understanding for the future, the next time you come to this country. " Constant personal contact managers help align goals and to "keep the machine cooperation in working condition."

this communication sometimes it is more effective if there is an informal setting, away from the public eye. It allows you to explore the full range of opportunities and prevent possible political and bureaucratic opponents time to mobilize and block the initiative. The advantages of a stable personal contact is sometimes overlooked, yet he could have a positive impact on the relations of Heads of State. Trust relationships allow partners to open up to each other, to share useful information or observations. A whole network of relationships becomes even more valuable in difficult negotiations.

Building up an understanding with opponents

Building a relationship with the president or a partner in the talks, Kissinger could be very charming. Flash his anger entered into legend, but his personal style (well informed, witty, happy to share information and c gladly tells funny stories, sometimes flatters his partners, More and more famous) was a big plus in the negotiations.

While working on a biography of Kissinger and describing the inherent charm that Walter Isaacson interviewed some journalists who met with the politician. One of them said:

"[Kissinger] tells you what he thinks you want to hear, and then are interested in your opinion, that's very flattering."

Isaacson elaborates: "Another tactic was the proximity. How would a little imprudently, with complete confidentially (despite the fact that neither one nor the other is not invented) Kissinger shared confidential information and insider information. "It's always the feeling that he told you 10 percent more than he should," - said Barbara Walters. In company or in such comments, about which he obviously knew that they would not be made public, it can be surprisingly candid, especially when it came to men. "

We already know from Winston Lord and Anatoly Dobrynin about the effectiveness of sense of humorInherent Kissinger, with which he could improve the atmosphere of negotiations, and sometimes defuse it. Humorous techniques and counter-techniques in the arsenal of Kissinger's enough. During the Moscow summit in 1972 broke a photocopier Americans. "Bearing in mind that the KGB has a reputation in the omnipresent Orwellian - quipped Kissinger - during the meeting time in the elegant Catherine Hall of the Kremlin, I asked Gromyko, he will not do if we multiple copies, if we raise our documents to chandelier. Gromyko, without batting an eye, said that the cameras installed are still under the kings; people they can take pictures, but the documents - unfortunately. "

Empathic identification with the opponents in the negotiations

We have already seen how consistently and deeply Kissinger sought to understand psychology and political context of their opponents. And it was not just quietly watching from the sidelines. Winston Lord, participated in many negotiations with Kissinger, left a comment: "The interlocutors Kissinger had the feeling that he understands their point of view, even if they were ideologically opposed to poles. Liberal or conservative - one felt that even Kissinger understood him, and perhaps even sympathizes with him. "

Frank Shakespeare, head of the US Information Agency during the presidency of Nixon, put it bluntly: "Kissinger can meet with six different people, damn intelligent, educated, knowledgeable, experienced, very different views, and to convince all six, that the real Henry Kissinger - the one who says now with each of them. " Kissinger pejoratively called "chameleon" who picks up his "words, actions, jokes and style so that like any interlocutor. Speaking about the situation, c they had to deal, he singled out to one side of one for the other -. More »

Of course, for all negotiations quite common and often useful to emphasize different aspects of the situation for the various partners with different interests and views.

Empathy, a deep understanding of the views of the other side can improve communication, relationships and progress in the negotiations.

Empathy - artful term. we are not talking about using it, sympathy or emotional connection with another person. No, we mean a non-judgmental demonstration that empathic really understands the views of their partner, although not necessarily agree with them. If you do not overdo it - and if you pair it with perseverance, as we have seen it at Kissinger a variety of cases, from South Africa to the Soviet Union, will be able to gain valuable negotiation skill. So the parties may feel that they are being heard, gain a sense of the relationship that can move the process forward.

Genuine empathy or evasive?

And yet such variability was risky. Partners Kissinger could suspect that it hypocritical, particularly if you notice the obvious mismatch. Shimon Peres, who twice served as prime minister of Israel, observed in a private conversation with Yitzhak Rabin: "With all due respect to Kissinger must say that of all the people I know, he is the evasive".

easily lose the trustMaking false or contradictory statements to different people. According to Winston Lord, Kissinger sought to reduce this risk. The Lord said:

"Kissinger was very good at talking to different audiences, playing on different nuances... [But] by comparing the texts of interviews and speeches, it was impossible to catch on to contradict himself."

In his book, Walter Isaacson quoted Shimon Peres: "If you are not listened, and they could be deceived by what he said... But if you listened closely, he was not lying." Isaacson claimed that Kissinger "tried very hard to avoid the obvious duality and duplicity," and quoted former Secretary of State: "Maybe, I keep a lot of secret... but it does not mean I lied. "

Many partners Kissinger positive about his negotiating style. British Prime Minister James Callaghan largely disagreed Kissinger, but even he stated: "The flexibility and speed of mind in some circles he created reputation as an insincere person, but I officially declare: in our joint affairs, he never let me He is cheating. "

Anatoly Dobrynin, admitted: "[Kissinger] was thinking in a business and did not like to resort to ambiguity or circumvent any specific problems. Later, when we had serious negotiations, I learned that he can bring to the white-hot, but, to his credit, was a clever and highly professional. "

At the same time trying to understand those with whom he was negotiating, Kissinger, as a rule, sought to establish a strong bond with them and build a relationship.

Charm, flattery, humor came into play, but the most important thing, he sought to identify with the other party, to show that it understands the interests and empathizes with her point of view.

This form of empathy It can be an invaluable asset, but it can also bring mixed results, depending on what and how it pursues perceived. This is exactly the case when the perception trumps reality. Even if the hard facts literally shout that there is no manipulation or deception there, and partner something suspects may be the result of caution and suspicion rather than trust and good relationship. Kissinger himself emphasized: "The same diplomats meet with each other many times; but the ability to negotiate will be undermined if they will earn a reputation as evasive people or hypocrites. "

Offers, rebates and "constructive vagueness"

Kissinger stresses: to make the right choice of tactics, it is important to understand the dynamics of the process. Almost lyrically, he describes how the first negotiator is dealing with uncertain and intangible, and how gradually outlines of the situation: "The difficult negotiations begin as well as an arranged marriage. Partners recognize that the formalities will soon be over and that's when they really get to know one and other. None of the parties at first could not say to what point it is necessary to draw in the agreement; When an abstract desire to progress will result in at least a little understanding; a disagreement, by the very fact of its overcoming, generate a sense of unity, and a zavedet to a standstill, after which the relationship will break forever. FutureFortunately, is hidden from us, so the sides are trying to do something that would never have dared, they know what lies ahead. "

Kissinger argues strongly that, before undertaking for the protection of their own views, interests or positions, it should be how the situation can learn more.

We have already shown what can be learned with thorough preparation. Kissinger recalled: "Almost always in the first round of new negotiations, I was engaged in self-education. At this stage, as a rule, the proposals I did not put forward, and tried to capture that in my position partner does not express the words, and, on this basis, to change both the volume and the range of possible concessions. "

Offers and concessions: how and when they are done?

Many believe that the talks - it's just a bargainAlmost like a bazaar, one does start, it's a great offer, while others take it (or not take). Concessions are made slowly, in the hope that in the end the parties agree on a deal. And early in his career, and then, thinking about his experiences, and Kissinger praised, criticized and stereotyped manner bargain: "When the agreement is between the two starting points, it makes no sense to put forward moderate offers. With good technique bargaining starting point is always much more desirable. The more excessive the initial offer, the more likely that what truly wants to be achieved with the help of compromise. "

Developing this idea, he warned of the risk of excessive demands: "One tactic - a very, very traditional - It is to immediately nominate the highest requirements and gradually retreat to something more achievable. Such tactics are very fond of the negotiators, passionately defending the reputation that they have in their own country. Yes, to start negotiations with the most extreme demands, perhaps hard, but then loosen the tension and move away from the initial installation. If opponent give in to the temptation to rest on each stage, to understand what will change in the next, the whole process of negotiation turns into a test of endurance. "

Instead tactical exaggerations Kissinger recommends to clearly explain the other side of their targets, defined by various interests.

He argues that without this no effective negotiations fail.

Kissinger offered to the general rules, when to negotiate, how to formulate the initial position, when to make concessions: "The best time to negotiate - is when it seems that everything is going OK. Succumb to pressure - so it self-fulfilling; to acquire a reputation as a short-lived power - means to give the other side a great excuse to prolong the negotiations. Concession made voluntarily, it is best encourages reciprocity. And it is best to ensure the preservation of power. In his talks, I always tried to determine the most reasonable outcome and to achieve it as soon as possible, in one or two turns. This strategy was ridiculed, called "pre-emptive concession" negotiation fans "dribbling", and even committed at the last moment. But I think that's what it is best to calm the bureaucrats and soothes conscience, that impresses newcomers as a demonstration of strength.

Of course, there is a certain risk of failure; tactics "salami" Technique of the negotiation, in which the information is issued gradually, and concessions are made in small pieces. - Approx. Ed. encourages stay, wondering what could be the next concession, without any certainty that the edge has been reached. That's why in many negotiations - with Vietnam and other countries - I preferred to make great strides when they are less all expected when the pressure was minimal, to create the impression that we will continue to adhere to this position. I almost always was against the forced change our negotiating position. "