Jim Camp is the author of his own negotiation strategy, a bachelor in biology, a military pilot, and fought in Vietnam. A person who has experienced a lot has understood a lot and was able to pass on to others. Its negotiation system is used by many managers of large companies.
Although some negotiators reject and dispute it. His school was attended by more than one hundred thousand specialists from companies such as IBM, Merrill Lynch, Texas Instruments, Motorola and others.
In 2010, he created his own Camp Negotiation Institute, which teaches students about negotiations. He himself believed that he had made a great contribution to the US economy.
His books “First Say No” and “No. The Best Negotiating Strategy” are also very popular among businessmen from all countries.
Biography
Jim Camp was born in 1946 in Washington. He graduated from a regular school and then became a student at Ohio State University, where he received his bachelor's degree in biology, health, and physical education. After graduating from college in 1971, Camp almost immediately graduated from military pilot courses and went to war in Vietnam. It was at this time that he developed a strong-willed character - otherwise you will not survive in the war. He spent seven years at this slaughter, and he saw a lot of things.
All his life experience helped him develop his own negotiation system, which is not like all the others in that it denies a compromise. And Camp justifies her with several arguments.
Chris Voss, general manager of The Black Swan Group, Ltd, said of him: “Jim Camp created the revolution using the methods he introduced and then outlined in his books. He had a greater impact on the negotiation world than anyone else, starting with Roger Fisher and William Urie."
However, he did not just write books and give lectures - in 1987 Camp created Camp Negotiation Systems and became its president. The mission of the company was to train everyone to effective negotiations.
Camp system
In his books, Jim criticized mutually beneficial negotiations, calling them ineffective. He emphasized the especially important points of this process: clearly raise questions, use the “Colombo effect” (surprise), knowledge of the “pain” of a potential partner, and others.
The main thing he calls for is to be honest with yourself and know what you want. In short. If on points, then the following will turn out:
1. In negotiations it does not happen that both partners win. Therefore, you need to be vigilant: to know your weaknesses and not let others know about them. Even if you think you won, you may later find some pitfalls if the potential partner is psychologically stronger than you. What to do? Less emotion - more logic.
2. Good negotiators know the needs of those with whom they communicate, and will promise the golden mountains after the conclusion of the transaction. Do not be afraid to refuse and remain without a contract - another will come. Do not sell cheaply.
3. The effect of Colombo. A sort of sloppy forgetful little man who seems to be forced to come to the criminal again and again, because he forgets to ask the main question. People feel above him and lose vigilance. Use this trick.
4. No half measures and understatements. Better to say: "I'm not sure this is a good option." And let that side prove how good he is. At this time, someone will definitely let it slip if there is a secret plan against you.
5. Have your mission. And develop a mission for every negotiation - then you will be difficult to confuse. The mission should be aimed at people. And all that does not fit into it, ruthlessly discard.
6. Questions. This is the most powerful negotiation tool. It is better to ask open-ended questions that cannot be answered unambiguously. This helps both you and your partner to see the whole picture in more volume.
7. Research partner requests. Then you do not have to believe everything that he says. The most important questions: how many years a partner in the market, how long his product will last in the market, why he stopped working with his old partner.
8. Speak less, listen more. Anyone who talks, gives out a lot of unnecessary information that can work against you. Generally, a person who is not confident in himself speaks a lot, and few people want to deal with such a person. If you are talkative, email each other by reading your letters several times.
9. Pain. Find out the main “pain” of the partner, and think about how you can remove it. This will be the best deal for him.
10. Budget negotiation. It consists of time, energy, finance and emotions. Reduce your budget and increase your partner’s budget. Negotiate in your area - this will save you time. Give the partner the task to prepare the necessary information in advance - this will save energy. Do not spend a lot of money on organizing negotiations - you will be very attached to them, because you will be sorry for the resources spent, and you will agree to a bad deal. If you feel fantastic promises, threats or demands, setting deadlines or you are in doubt - these are emotions. Do not get fooled by this.
11. Only speak with decision makers. So you save a lot of effort and time that you can spend on finding out all the nuances.
12. The agenda. Identify your and your partner's problems in this project; solve ideological issues (someone has religious prejudice, someone has racial, etc.); clearly define what you want from this project; distribute work stages and deadlines.
13. Presentation. It’s better not to do it at all, because the presentation shows that you need a partner. It is better to talk about his "pain" and give a solution. If you can’t do without it, let those who make the decision see it.
This is just a short description of Camp's system, in more detail in his books.
