Robert Mayer holds a Robert Mayer graduated from the University of California at Berkeley. He studied business administration and a law degree from this university. He and his firm negotiate in a wide variety of industries, from music to real estate, throughout the world. He conducts negotiating classes and provides haggling presentations onboard cruise liners. you can easily download any book by Robert Mayer from our website.
|Book||How to Win Any Argument: Without Raising Your Voice, Losing Your Cool or Coming to Blows|
Also Download: Never Split the Difference PDF Download
Summary of How to Win Any Argument | PDF Download
Begin by looking after yourself.
Any partnership will have conflict, but it doesn’t mean you have to feel injured or lose your emotional balance. Plan to win disagreements by explaining clearly what the debates are about and what you must do to win them. Maintaining a serene inner self helps you avoid being persuaded by emotions.
The Zone of Consent
A “consent zone” is a mental space that may be formed by adopting the proper tone and language. Persuade the other parties by developing emotional connections with them and finding techniques for them to relate with you. Establish yourself as someone with whom others may agree and who they can trust. Maintain a positive perspective by being courteous, polite, and respectful. Connect your points to issues people already care about.
Create expert testimony to back up your argument. To urge someone to perform something pricey, supply them with something more costly to compare it to. Logic, Emotion, and Coming to a Consensus.
On a business card, write the basic persuasive argument. Make your words as clear as possible so that anyone who hears you remembers exactly what you mean. Demonstrate how your idea links to issues that are larger, smaller, or different than what your audience is acquainted with. If there are more than three points, reshuffle them until there are only three. Attempt to grasp your listener’s values.
Convert the material into analogies that are enjoyable to listen to. If you’re going to incorporate statistics in your argument, turn them into unique images.
Creating an Interesting Argument
Ask questions that take the sting out of confrontations by enabling the other side to speak for you. Connect your inquiries to the vision of yourself that your listeners have of themselves. Invoke “tendency action plays” (or TAPS), which are pre-existing emotional dispositions that push people to take action. Always have a clear aim in mind when presenting your argument. Never use the words “ever” or “never”.
If you must threaten someone, keep your tone as polite as possible. If two parties can’t agree on how to split assets, divide the assets in half and let the other choose which half to keep.
Arguments in Particular Situations
While most arguments may be treated with the same fundamental principles, there is a handful that deserves special care and attention, such as the following five:
When you’re battling with a friend or relative, the connection takes priority over the quarrel. First, think about and remind yourself of that relationship. Because you have an emotional connection, make sure the other person knows your sentiments. Instead of stating “Your behaviors are harmful,” use “I feel” words. For example, “I believe your activities aren’t in your best interest.” This permits the other individual to identify your feelings. It also enables you to work on minor agreements (you both know how you feel) before going on to greater ones. Concentrate on actions (what a person does) rather than identities (who the person is) (who the person is). If you can’t agree, create clear rules and constantly praise.
Arguments in writing
The idea is to make oneself obvious in writing while still revealing your inner traits as they would in person. Complicated language and huge words inhibit communication. Use simple phrases and straightforward terminology. Reduce the length of your written argument as much as practical. Consider what your point is and what the reader will benefit from your argument. Don’t teach readers something they already know; make effective use of their time. Each sentence should offer fresh information. To assist readers through the argument, utilize transitions to link sentences. Check the flow of your writing by reading it aloud. Repeat words and sounds, repeat well-known sayings (from literature or ads – anything goes), and leverage parallel or opposing structures, such as “We used to…but now we.” To connect emotionally, produce sharp pictures, and transmit narratives.
On the phone, a dispute is rather restricted. You may have to navigate through voice mail and administrative difficulties if your call breaks someone’s tight schedule. You can’t read or convey body language messages. Unfortunately, because you are not face-to-face, it is easy to say “no” over the phone. Make a note of what you’ll say to the receptionist before contacting them. If you truly must communicate with someone, call towards the end of the day to maximize your chances of being noticed. Consider your audience. As you communicate, use your hands and body to express your energy; some of it will come through in your voice. Change your tone and rhythm on purpose to keep your voice engaging. When quiet comes, take advantage of it: count to 10 before replying.
Making arguments in front of an audience
Begin by being excited. Always sustain their attention; don’t tire them. Encourage them to participate. To avoid distractions, distribute handouts well before or after your presentation. Pace your speech to ensure that your listener understands what you’re saying. Count on yourself and your ability to communicate, not on visual aid. If you’re one of several speakers, aim to be the first to talk. Prepare a presentation that includes questions. Make transitions with a sense of comedy. If the audience’s attention has slipped, re-engage them with a joke, a question, or an irrelevant statement.
Know the basics: when and where the meeting will take place, what the physical atmosphere will be like, and who will be present. Make a strategy for each variable. To improve your influence, talk early and often. Anticipate and prepare for resistance to your recommendations. Recognize and appreciate others’ great arguments and concepts to establish common opinions; be aware of challenging topics. Even if only a percentage of the audience attends a challenging meeting, it is a success. Know your goals and demonstrate that you’re paying attention by asking specific questions. Start with the necessities if you’re hosting the meeting: is it necessary? Who is necessary to be present? Build your consent zone all the way through. To confirm agreements, ask for votes and publicly stress any progress you achieved.