1) Identify the criteria of credibility that the other part uses. Try to meet a few and show to the other party that you are a credible partner.

2) Redefine reality and create a problem to the other party ... People do not trade for nothing.

3) Identify a context where you are stronger than the other side and bring these forces into the discussion as a potential contribution of your future partnership.

4) Evaluate the five strategies proposed by Tomas & Killman

(Thomas, KW (1992) Conflict and conflict management:.. Reflections and update Journal of Organizational Behavior, 13 (3), 265-274) to better anticipate what is the best strategy.

Thanks Alina! Sounds right. When you are asked how to transform weakness into strength and threats to opportunities, Whats your advice ?

HI Greg! Negotiating from a position of weakness is actually the real art . My understanding based on interactions with several negotiators reveals that a lot of times people feel they are in a weak position when they actually are not. The trick then is to objectively evaluate the facts and do a reassessment of your own strengths and try to estimate why the other party is continuing to negotiate with you. What's in it for them.

I found this to be the case when BASIX an NGO negotiated with Pepsi to promote livelihood for farmers. Everyone thought Pepsi was a blessing as the opportunity of contract farming would bring livelihood opportunities for farmers but the assessment of Pepsi's gains was much less than what was actually so.

So to change weakness to strengths, its important to uncover hidden assumptions and challenge what are obvious facts to find new ways of approaching the situation - in other words change the frame of rwference

In the case of weakness, it important before starting negotiation process to agreement on principles that will serve your objectives such as:

- Equal rights ( equality)

- Bridging the gap i.e. get support to develop your situation to be equal with the other party

- Try to get support to implement you long term plan

In negotiation be assertive to your rights and needs and stick to them. It is hard but at the end of the day it will be very productive, especially if you do not surrender to the huge pressure on you and your team.

The second important thing DO NOT SIGN any interim agreement if it does not meet the overall requirement of your side.

Third: Since the other party came to negotiation from a powerful position this means the they still need you acceptance, so very politely DO NOT ACCEPT ANY DICTATIONS

you will be always free.

This article may be useful:

Hausken, K. (1997), “Game-theoretic and Behavioral Negotiation Theory,” Group Decision and Negotiation 6, 6, 509-527.

Article Game-theoretic and Behavioral Negotiation Theory