Wishes, ultimatums and deals

Think of a time that you raised a proposal with a key decision-maker at work. 

You may have wanted a pay rise, or more resources, or a new process introduced.  

How effective was your approach?

It may have had a lot to do with how you framed the negotiation. 

Did you frame it as a wish? This is where you hoped your proposal could be accepted, but the decision-maker had no real impetus to make it happen, so nothing did. 

Did you frame it as an ultimatum? This is where you demanded your proposal should be accepted or there would be material consequences. The decision-maker may have acquiesced, but it probably burned a bridge. 

Did you frame it as a deal? This is where you invited the decision-maker to consider your proposal together, with the aim of finding a mutually beneficial outcome. 

Each frame is effective to various degrees, but I personally advocate for the deal.

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