What is *Secrets of Power Negotiating* by Roger Dawson about?

*Secrets of Power Negotiating* provides actionable strategies for mastering negotiations in business, sales, and everyday interactions. It outlines 20+ tactical "gambits"—like bracketing, flinching, and leveraging higher authority—to secure favorable outcomes while making counterparts feel they’ve won. The book emphasizes psychological dynamics, asymmetric information, and structured concessions to build deal-making confidence.

Who should read *Secrets of Power Negotiating*?

This book is ideal for sales professionals, business leaders, HR managers, and anyone negotiating salaries, contracts, or purchases. Its practical frameworks suit both beginners and seasoned negotiators seeking advanced tactics. Roger Dawson’s examples span real estate, corporate deals, and diplomatic scenarios, making it valuable across industries.

Is *Secrets of Power Negotiating* worth reading?

Yes—readers praise its concise, actionable advice for immediate application. Over 1 million copies sold and a 4.4/5 Goodreads rating highlight its effectiveness. However, some critique its inclusion of ethically gray tactics (e.g., "nibbling" post-agreement demands). Prioritize Chapters 1–10 for core principles.

Who is Roger Dawson, the author of *Secrets of Power Negotiating*?

Roger Dawson is a Hall of Fame speaker and negotiation expert who founded the Power Negotiating Institute. A former real estate executive, he’s trained teams at IBM, Merrill Lynch, and Xerox. His 17 books and $38.5M+ in seminar sales cement his authority in deal-making psychology.

What are the main negotiation strategies in *Secrets of Power Negotiating*?

Key gambits include: - **Bracketing**: Start with an extreme offer to anchor negotiations. - **Flinching**: React visibly to unfavorable terms to pressure concessions. - **Higher Authority**: Defer decisions to a fictitious "board" to avoid direct conflict. - **Walk Away Power**: Signal willingness to exit if terms aren’t met.

How does *Secrets of Power Negotiating* suggest handling the first offer in a negotiation?

Never accept the first offer—Dawson argues it often leaves value unclaimed. Instead, flinch (show shock) to trigger concessions, then counter with a bracketed ask. Example: If buying a car listed at $30k, reply, “$30k? I was expecting $25k,” prompting the seller to justify or lower their price.

What is the "Higher Authority" gambit in *Secrets of Power Negotiating*?

This tactic involves attributing decisions to an unnamed entity (e.g., “I’ll need board approval”). It buys time, reduces pressure, and lets you renegotiate terms later. Dawson advises negotiators to never admit they’re the final decision-maker, even when they are.

How does *Secrets of Power Negotiating* approach ethical negotiations?

While promoting win-win outcomes, the book includes controversial tactics like "nibbling" (requesting small extras post-agreement). Critics argue these blur ethical lines, but Dawson defends them as standard in high-stakes deals. He stresses balancing assertiveness with rapport-building to maintain relationships.

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罗杰·道森

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《优势谈判》概述

顶级谈判大师罗杰·道森（Roger Dawson）的传奇策略手册已经改变了全球范围内的董事会博弈。蒂姆·费里斯（Tim Ferriss）曾盛赞其令人大开眼界，书中诸如“夹板法”（Bracketing）和“钳子技术”（The Vise Technique）等心理策略已为高管们节省了数百万美元。你那待开启的谈判超能力是什么？

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第 1 章

The Art of Getting What You Want: Mastering the Chess Game of Negotiation

Have you ever watched someone negotiate a deal and wondered, "How did they pull that off?" You're not alone. Roger Dawson's "Secrets of Power Negotiating" has become the bible of effective negotiation for a reason-it transforms ordinary people into masterful deal-makers. This isn't just another business book; it's a cultural phenomenon that's sold over a million copies and been translated into 24 languages. Celebrities like Tony Robbins cite it as essential reading, and Fortune 500 companies make it required training for their executives. What makes this book so powerful is that it reveals negotiation not as an intimidating confrontation but as a strategic game with learnable rules. Like a chess grandmaster explaining opening moves to a novice, Dawson shows that success comes not from natural talent but from understanding the predictable patterns of human behavior. Whether you're haggling over a car, asking for a raise, or brokering international peace talks, these principles work universally-and mastering them might be the most valuable skill you ever develop.

第 2 章

The Power of Asking for More Than You Expect to Get

One of the cardinal rules of negotiation is to always start with your Maximum Plausible Position (MPP)-the highest amount you could ask for while still maintaining credibility. This creates room to make concessions, prevents deadlock, and most importantly, might actually get you exactly what you ask for. Think about it: have you ever been surprised when someone immediately accepted your first offer? That sinking feeling isn't coincidence-it's your brain telling you that you could have done better. By starting higher, you avoid this regret while simultaneously increasing the perceived value of what you're offering. Many negotiators set their opening position too low out of fear of appearing ridiculous or unreasonable. This fear costs them dearly. I once consulted with a software company that routinely started negotiations at their "reasonable" price-only to discover through market research that competitors were starting 40% higher and still closing deals at prices well above my client's initial ask. By adjusting their MPP upward, they increased profits by millions without losing customers. When establishing your MPP, remember to bracket your objective. If you want to sell your services for $5,000, and the buyer opens at $3,000, you should counter at $7,000. This positions your target price exactly in the middle, making it the natural landing spot if you "split the difference" later. This technique works in negotiations of all sizes-from giving your child allowance money to international loan negotiations worth billions. The bracketing principle requires getting the other person to name their price first. When they ask, "How much do you want for this?" respond with, "Well, I'm not sure. What did you have in mind?" This gives you the advantage of positioning your counter-offer appropriately. As negotiations progress, you can make proportional concessions while keeping your target bracketed. Remember: you can always come down in price, but you can never go up. By starting with your MPP, you give yourself room to make concessions that cost you nothing while making the other side feel they've won something significant.

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第 3 章

The Psychology of Negotiation: Never Say Yes to the First Offer

Even when presented with a dream offer that exceeds your expectations, saying "yes" immediately triggers two devastating psychological reactions in the other party: "I could have done better" and "Something must be wrong." This happens regardless of price point or context-whether you're buying a car or negotiating international treaties. I once bought 100 acres of land for far less than market value, yet still found myself thinking I could have gotten it for less. This reaction is automatic and universal. We form mental pictures of how negotiations should unfold, and when they deviate by being too easy, suspicion immediately follows. Consider what happens when a car seller immediately accepts your lowball offer. Instead of celebrating your negotiating prowess, you'll worry something's wrong with the vehicle. The same principle applies in business deals, family negotiations, and international diplomacy. This psychological principle is so powerful that even experienced negotiators struggle to overcome it. Years ago, a magazine salesman offered me advertising space at $2,000. I quickly negotiated him down to $800, but couldn't shake the feeling I could go lower. Using the Higher Authority gambit (claiming my board needed to approve), I countered with $500, which he immediately accepted-leaving me feeling cheated despite getting a 75% discount! Years later, that salesman heard me tell this story at a conference and thanked me for explaining how his tendency to jump at quick deals was undermining his credibility. By understanding this principle, you can avoid the same mistake. The solution is simple but counterintuitive: even when receiving an excellent offer, express some reluctance. Take time to consider it. Ask for small additional concessions. This satisfies the other party's psychological need for a proper negotiation "dance" and prevents them from experiencing buyer's remorse. Remember that while this is almost a universal rule, there are rare exceptions-like when someone's pointing a gun at you demanding your wallet! In normal circumstances, however, patience and restraint when receiving good offers will lead to better outcomes and more satisfied counterparts.

第 4 章

Physical Reactions That Win Negotiations: The Power of the Flinch

Always flinch-react with shock and surprise-at the other side's proposals. This seemingly simple physical reaction can save you thousands of dollars in negotiations. When someone makes an offer, if you don't appear shocked, they'll immediately think they could have done better and keep pushing for more. This works because approximately 70% of people are visual negotiators who believe what they see more than what they hear. Your physical reaction sends a powerful message that words alone cannot convey. I've seen the flinch work countless times in real-world situations. Wine stewards drop prices by $5 when customers visibly react to menu prices. Car salespeople reduce costs by thousands simply from a visible reaction of surprise. Even over the phone, gasping in shock can be remarkably effective. A speaker who attended my seminar tried this technique when offered $1,500 for a speech-he flinched and said he couldn't possibly do it for that amount. The training director immediately raised the offer to $2,500, giving him an extra $1,000 profit in just 15 seconds. The flinch works because it creates doubt in the other person's mind about their offer. It makes them wonder if they've made a serious miscalculation, which often leads to immediate concessions without you having to say another word. Don't dismiss this technique as childish or manipulative-it's simply an honest communication of surprise at terms you find unacceptable. Even sophisticated negotiators use it because it works across cultures and contexts. Japanese business executives might cover their reaction better than others, but they're still watching for your response to their proposals. Practice your flinch until it becomes natural-raised eyebrows, sharp intake of breath, perhaps a slight backward movement. Use it consistently when presented with initial offers, and you'll find it becomes one of your most valuable negotiating tools, often earning you concessions before the real negotiation even begins.

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第 5 章

Creating Win-Win Solutions: The Art of Non-Confrontational Negotiation

What you say in the first moments of negotiation sets the climate for everything that follows. Many negotiations fail because they begin with confrontation rather than collaboration. Attorneys typically open with threats: "If you don't settle this case, we'll tie you up in court for years." This approach immediately triggers resistance. Instead, when someone takes a position you disagree with, use the Feel, Felt, Found formula: "I understand exactly how you feel about that. Many other people have felt exactly the same way. But what we've found is..." This approach diffuses the competitive spirit because you're agreeing rather than arguing. This works because of a fundamental human psychological principle: when someone pushes against you physically, you naturally push back-and the same happens in verbal confrontations. By first acknowledging their position, you prevent this defensive reaction. The Feel, Felt, Found technique also gives you valuable thinking time when caught off-guard by hostility. For example, if a buyer says your price is too high, don't argue-say "I understand how you feel. Others felt the same way, but they found we offer the best value in the marketplace." This approach prevents the other person from becoming defensive about their position. Creating win-win solutions requires keeping multiple issues on the table. When negotiations narrow down to a single issue (like price), someone must win and someone must lose. By maintaining several negotiable elements, you can make trade-offs that satisfy both parties. During the Cold War, the Reagan administration broke a deadlock over exchanging a Soviet spy for an American journalist by introducing the additional release of Russian dissidents, allowing both sides to claim victory. If you find yourself deadlocked, try "expanding the pie" rather than slicing it by adding more issues to the negotiation. Remember that people don't all value the same things. We tend to assume others prioritize what we prioritize, but this isn't true. The key question isn't "what can I get from them?" but "what can I give them that won't take away from my position?" When you give people what they want, they'll give you what you want.

第 6 章

Strategic Gambits: Handling Authority and Making Concessions

One of the most frustrating negotiating situations is dealing with someone who claims they lack decision-making authority. This is actually a powerful negotiating tactic rather than a true limitation. When the author was a real estate company president, he regularly used his board of directors as a "higher authority" to extract additional concessions after seemingly finalizing deals. Counter-intuitively, having complete decision-making authority actually puts you at a disadvantage in negotiations. When the other side knows you can make the final decision, they only need to convince you. However, when you claim to need approval from others, they must make an offer compelling enough that you'll enthusiastically champion it to your "higher authority." To counter this gambit, first try removing it before negotiations begin by asking if they can decide today if your proposal meets their needs. If they still claim to need approval, follow three steps: appeal to their ego ("You seem like you have a lot of influence there"), get their commitment to recommend your proposal ("If I can meet your needs, will you recommend this to your committee?"), and use the qualified "subject to" close ("Let's agree on terms subject to final approval"). Another crucial strategy is the Trade-Off Gambit. Whenever the other side asks for a concession, automatically ask for something in return: "If we can do that for you, what can you do for us?" This stops the grinding-away process where people keep coming back for more concessions. Even when you're eager to grant a request (like delivering forklifts early when they're already in your warehouse), still ask for something in return. They might offer valuable concessions like increased deposits, early payment, or future business. This gambit also elevates the value of your concession so you can reference it later: "Remember when I inconvenienced myself to help you?" When making concessions, be careful not to establish predictable patterns. Avoid making equal-sized concessions (which encourages continued pushing), making a large final concession (which creates hostility), giving away your entire negotiating range upfront, or starting with small concessions that grow larger. The most effective approach is to start with a reasonable concession that might close the deal, then make progressively smaller concessions to signal you're reaching your limit.

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第 7 章

Time and Information: The Hidden Pressure Points of Negotiation

Time creates tremendous pressure in negotiations. Vilfredo Pareto's 80/20 principle reveals that 80 percent of concessions occur in the last 20 percent of available negotiation time. This pattern repeats across different contexts-from sales teams where 20 percent of people generate 80 percent of results to classrooms where 20 percent of students cause 80 percent of problems. People naturally become more flexible as deadlines approach. Children instinctively understand this when asking parents for money at the last minute. In international diplomacy, the Vietnamese negotiators successfully exploited American time pressure during the 1968 Paris peace talks by deliberately wasting weeks discussing table shapes while Americans faced election deadlines. Never reveal your deadlines to the other side-they'll delay substantive negotiations until your time runs short. After investing significant time in negotiations, your subconscious begins pushing you to reach agreement rather than walk away empty-handed. Power Negotiators disregard sunk costs and evaluate deals based on current terms, not past investment. Equally important is information power. Just as governments invest billions in intelligence before arms talks, negotiators must gather information about the other side. Despite the obvious importance of information, most people jump into negotiations without adequate research about the other side's position, needs and intentions. To gather information effectively: 1. Don't be afraid to admit what you don't know. Most people are reluctant to acknowledge knowledge gaps, which severely limits their negotiating power. 2. Ask direct questions, even uncomfortable ones. Good reporters ask questions they know might not be answered because the reaction itself provides information. 3. Use open-ended questions that can't be answered with yes/no to yield more information. 4. Choose your location strategically. Corporate headquarters, surrounded by trappings of power and chains of protocol, is the least effective place to gather information. 5. Talk to people who've done business with them before-even competitors will often share information if you're willing to trade some in return. Remember that questions serve multiple purposes beyond information gathering: to criticize the other side, make them think, educate them about your strengths, declare your position, get commitments, or pull sides closer together.

第 8 章

The Walk-Away Power: Your Ultimate Negotiation Strength

Of all negotiating pressure points, Walk-Away power is the most potent. The moment you pass the point where you're willing to walk away from negotiations, you've lost. Whether buying a car, hiring an employee, or selling a product, once you think "I must have this," you surrender your leverage. My daughter Julia learned this lesson when buying her first car. She fell in love with it and wasn't prepared to leave without it. By teaching her to walk out twice during negotiations, we saved $2,000-essentially earning $1,000 per hour. Remember: the objective isn't actually walking away, but making the other side believe you will if necessary. You develop Walk-Away power by creating alternatives. The side with the most options has the most power. Before making an offer on your dream home, find two others you'd like equally well. When buying a boat, identify three that would satisfy you. This doesn't mean you won't get your first choice-it means you'll negotiate from strength. A real estate broker once demonstrated perfect Walk-Away power when I approached him to list my properties. Instead of eagerly accepting, he said "I might be prepared to represent you" and insisted I come to his office. During our meeting, he demanded a nine-month listing. When I balked, he simply closed his folders, stood up, and said "I guess we won't be doing business together." This immediately put me in the position of negotiating to keep him! While projecting Walk-Away power is crucial, how you communicate it matters tremendously. Never use the antagonizing phrase "take it or leave it." Instead, use gentler expressions like "Sorry, but that has to be my walk-away price" or "We never deviate from our published price list." The harsh approach even has a name-Boulwarism, after GE's labor relations head Lemuel Boulware, whose inflexible "take it or leave it" stance led to labor disputes and legal trouble in the 1960s. A better approach is using Higher Authority: "I'd love to do better, but the people at head office won't let me." Remember that being willing to walk away is your most powerful negotiating position. It's not about actually leaving, but about having the confidence and alternatives that make walking away a viable option.

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第 9 章

Cross-Cultural Negotiation: Understanding Different Approaches

Americans often struggle when negotiating internationally because they focus intensely on "the deal" in ways that puzzle other cultures. Unlike societies that rely on community relationships and trust, Americans place their faith in legally binding contracts, constantly asking "Will it hold up in court?" This deal-centric approach contrasts sharply with most non-Americans, who see contracts as merely expressions of relationships at a particular moment. Koreans might consider a six-month-old contract meaningless if conditions have changed. Arabs often view signing a contract as the beginning of negotiations rather than the conclusion. Cultures vary in how much importance they place on relationships versus contractual details. High-context cultures (Asia, Middle East, Russia) prioritize relationships, while low-context cultures (United States, Scandinavia, Germany) focus on the deal itself. American English is distinctly low-context-words mean the same regardless of setting. When an American says "quite good," it clearly means very good, but when an Englishman says the same phrase, the meaning depends entirely on context. Americans rush to business faster than anyone else, typically exchanging brief pleasantries before diving into deal details. Non-Americans may require days, weeks or months of relationship-building before feeling comfortable discussing business. Iranians might want to drink tea for hours while evaluating potential partners. Japanese business hosts sometimes socialize extensively, occasionally pushing visitors against time deadlines, forcing rushed negotiations in airport limousines. When dealing with non-Americans, Americans should reverse their natural order: observe first, listen second, and speak last. Americans make two critical mistakes internationally: overemphasizing the deal rather than relationships, and rushing to business too quickly. Understanding specific cultural negotiation styles is crucial: • The English are extremely polite, value privacy, and avoid personal questions. Conversations with strangers begin with weather comments, and business moves at a more relaxed pace than in America. • French businesspeople value eloquence and logical thinking over emotional appeals. Business discussions during meals are considered inappropriate-appreciate their cuisine instead. • Germans are low-context negotiators who focus on detailed deals rather than relationships. They're punctual, formal, and maintain professional distance. • Asians prioritize relationships over contracts, viewing agreements as beginnings rather than endings. Chinese follow the principle "He ging, he li, he fa"-first examine relationships, then what's right, then the law. • Japanese are reluctant to say "no." When they say "it will be difficult," they mean no. They value group harmony (Wa) over individuality, with decisions made collectively rather than by individuals. By understanding these cultural differences, you can adapt your negotiation style to build trust and achieve better outcomes across borders.

第 10 章

The Personal Power Dynamics of Negotiation

Power, control, and influence lie at the heart of any interpersonal situation. In negotiating, the person with the most influence gains the most concessions. While power has earned a negative reputation (as Lord Acton noted, "Power tends to corrupt and absolute power corrupts absolutely"), it's not power itself but the abuse of power that corrupts. Power Negotiators understand eight sources of personal power: 1. Legitimate Power comes from having a title or position. People are naturally more intimidated by someone with the title of vice president or doctor. Don't be intimidated by others' titles when negotiating-some titles are meaningless and shouldn't influence you. 2. Reward Power is the ability to provide benefits. When you convince others you can reward them, you gain influence. This explains why larger sales feel more intimidating than smaller ones-the potential reward is greater. 3. Coercive Power is the ability to punish. When someone can penalize you, they gain power over you. The most effective negotiators apply both Reward and Coercive Power subtly, implying potential unpleasantness if they don't get what they want, then quickly switching to showing gratitude when the other side concedes. 4. Reverent Power comes from having a consistent set of values that never waver. Like religious leaders who gain trust through unwavering principles, negotiators who stand firmly by their values earn deep respect. When someone says, "We don't do business that way-our founder established this policy 28 years ago," it's difficult to push back. 5. Charismatic Power is the ability to capture another person's imagination, inspiring their support and devotion. The essence of charisma isn't mysterious but consists of specific traits: a flair for the dramatic, effective rhetoric, visible personality, energy, and determination. 6. Expertise Power develops when you project greater knowledge in a particular area than others possess. We naturally defer to experts like doctors, mechanics, and plumbers. This form of power grows increasingly important as our world becomes more complex. 7. Situation Power emerges when someone normally powerless gains authority over you in a specific context-like the post office worker who can accept or reject your package. 8. Information Power operates through both sharing and withholding knowledge. Sharing information creates bonds, while withholding information creates mystery and intimidation. Power Negotiators understand these dynamics and use them strategically. The most effective negotiators combine multiple power sources-like Reverent/Charismatic/Expertise Power-to create influence without intimidation. By understanding these power dynamics, you can both project your own power and avoid being unduly influenced by others.

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第 11 章

Becoming a Power Negotiator: Essential Characteristics and Attitudes

Power Negotiators possess five essential characteristics: the courage to probe for information, patience to outlast opponents, courage to ask for more than expected, integrity to seek win-win solutions, and willingness to listen effectively. These traits distinguish skilled negotiators from those who settle too quickly or miss crucial opportunities. Like investigative reporters, Power Negotiators ask tough questions-even those they expect won't be answered-because reactions provide valuable insights. They verify information by asking the same question to different people or at different times to check consistency, never settling for only what the other side chooses to reveal. Contrary to popular belief, good negotiators aren't tough and ruthless but patient people who refuse to let time pressure force poor decisions. The example of the Vietnam peace talks illustrates this-while the American negotiator rented a hotel suite week-to-week, his Vietnamese counterpart leased a countryside villa for two and a half years. As Henry Kissinger noted, "Effectiveness at the conference table depends upon overstating one's demands." Fear of ridicule often prevents negotiators from making bold proposals, but Power Negotiators must overcome this fear to comfortably advance their maximum plausible position without apology. Beyond these characteristics, Power Negotiators develop key attitudes that support their success: 1. Comfort with ambiguity - They relish entering negotiations without knowing if they'll emerge heroes or failures. This comfort with uncertainty comes naturally to people-oriented individuals but challenges those who prefer things to people. 2. Resilience - The ability to recover from damage, not merely withstand it, is crucial. Despite careful planning, negotiations rarely proceed as expected, requiring the capacity to bounce back from setbacks. 3. Competitive spirit - Good negotiators possess an intense desire to win, viewing negotiation as a game where they pit their skills against others. The more you approach negotiating as a competitive game, the more courageous and successful you'll become. 4. Comfort with conflict - Power Negotiators aren't restrained by needing to be liked. Since negotiation inherently involves managing conflict, those with an exaggerated need for acceptance make poor negotiators. Finally, Power Negotiators embrace two fundamental beliefs that transform their approach: 1. Negotiating is always a two-way affair - We typically overestimate our weakness and underestimate the other party's needs. Each side only knows their own pressures, not the other's, creating a false impression of weakness. 2. "No" is simply an opening negotiating position - To Power Negotiators, the word "no" is never a refusal but simply a starting point. Children instinctively understand this concept-when parents firmly refuse something, children don't hear a final decision but merely an interesting opening position. By developing these characteristics, attitudes, and beliefs, anyone can transform themselves into a Power Negotiator capable of achieving win-win outcomes in any situation.

第 12 章

The Ultimate Win-Win Philosophy: Everyone Can Leave Happy

Throughout this journey into Power Negotiating, one principle remains paramount: successful negotiation isn't about dominating others but achieving wins for both sides. People give you what you want not when overpowered, but when you give them what they want. Every negotiation, regardless of subject, can result in both sides winning. Win-win negotiating means moving beyond trying to dominate or trick the other party to instead develop mutually beneficial solutions. True win-win outcomes can occur even when both sides believe they've outmaneuvered the other-as long as neither wakes up later feeling cheated. The most effective way to achieve this is to avoid narrowing negotiations down to a single issue. When only one issue remains (like price), someone must win and someone must lose. By keeping multiple issues on the table, you can make trade-offs that satisfy both parties. Remember that different people value different things. We tend to assume others prioritize what we value, but this isn't true. Neophyte negotiators mistakenly believe price is always the dominant issue, when many other elements matter: quality, delivery timing, management supervision, payment terms, financial strength, and workforce support. Don't be too greedy. Trying to get the last dollar off the table is expensive in the long run. A seminar attendee shared how he acquired a company because the competing buyer, after negotiating hard, made one final nibble asking the seller to put new tires on a pickup truck before transferring title. This small request pushed the frustrated seller over the edge, causing him to refuse the sale. Put something back on the table when the negotiation is over. This doesn't mean offering additional discounts, but rather doing something more than promised. Give extra service or care more than required. The little extras they didn't have to negotiate for often mean more than everything they did negotiate for. Five benchmarks indicate successful negotiations: everyone feels like a winner; both sides care about the other's objectives; the process was fair to both sides; the process was enjoyable enough that parties would negotiate together again; and both sides are eager to follow the agreement. Remember the Power Negotiators' Creed: "The most important thought when negotiating is not 'what can I get them to give me?' but 'what can I give them that wouldn't take away from my position but may be of value to them?'" By mastering these principles, you can transform every interaction into an opportunity for mutual gain. Everything you want is controlled by someone else, and these skills allow you to reach agreements advantageous to everyone while managing conflict effectively. In a world increasingly defined by conflict, these skills may be the most valuable you ever develop.

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《优势谈判》核心主题

negotiation gambits
psychological anchoring
concession management
tactical flinching
maximum plausible position

《优势谈判》经典语录

Always ask for more than you expect to get.
Never say yes to the first offer.
Even when receiving an excellent offer, express some reluctance.
Always flinch-react with shock and surprise-at the other side's proposals.

《优势谈判》主要人物

Roger DawsonAuthor and expert on power negotiating

关于作者

《优势谈判心理学》（Secrets of Power Negotiating）的作者罗杰·道森（Roger Dawson）是全球公认的谈判策略与说服技巧权威。作为畅销书作家及优势谈判协会（Power Negotiating Institute）的创始人，道森花费数十年时间精炼各种策略，旨在助力专业人士实现利润最大化并确保有利的成果。他的专业知识源于深厚的商业背景，包括曾担任加州最大的房地产公司之一的总裁，管理着540名经纪人，年销售额达4亿美元。

道森的17部著作（包括《周末百万富翁的房地产投资计划》The Weekend Millionaire’s Real Estate Investing Program）已被翻译成西班牙语、法语、葡萄牙语和中文，巩固了他的全球影响力。他的音频课程《优势谈判心理学》销售额已超过3850万美元，成为历史上销售额最高的商业音频系列。

道森于1991年入选演讲者名人堂，他的见解曾刊登在《成功杂志》（Success Magazine）和《职业女性》（Working Woman）上，而他的研讨会曾为施乐（Xerox）、IBM和惠普（Hewlett-Packard）的高管提供培训。该书至今仍是商业教育的基石，被翻译成20多种语言，并被全球财富500强企业所采用。

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The Art and Science of Negotiation

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The Assertive Negotiator's Playbook

In high-stakes environments, the ability to maintain composure and leverage psychological insights is a critical competitive advantage. This playbook is designed for professionals who need to move beyond passive compromise toward assertive, value-driven results.

2 h 24 m•4 章节

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Negotiating

Effective negotiation is a critical skill for leaders and professionals looking to drive value and resolve conflict. This plan is ideal for anyone seeking to move beyond basic bargaining into advanced psychological mastery and strategic deal-making.

5 h 38 m•4 章节

学习计划

Sales & Negotiations Pro

This learning plan is essential for anyone looking to excel in sales, business development, or client-facing roles where influence and negotiation determine success. Whether you're a sales professional aiming to close more deals, an entrepreneur needing to sell your vision, or a manager seeking to enhance persuasion skills, this comprehensive program builds both foundational and advanced capabilities that directly impact your bottom line.

4 h 34 m•4 章节

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Master Machiavellian Speech & Power Tactics

This plan is designed for ambitious leaders and negotiators who need to navigate high-stakes environments where influence is the primary currency. It bridges classical political philosophy with modern psychological tactics to provide a comprehensive toolkit for social dominance.

7 h 14 m•5 章节

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The Art of Persuasion and Direct Closing

In a competitive landscape, the ability to influence decisions and finalize deals is a critical differentiator for professionals. This plan is ideal for sales leaders, negotiators, and entrepreneurs who need to master high-stakes communication and psychological framing to drive results.

1 h 30 m•3 章节

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Mastering dark manipulation,

This curriculum is essential for high-stakes negotiators and leaders who need to navigate and dominate complex social landscapes. It provides a deep dive into the darker aspects of human psychology to ensure you can recognize and utilize the mechanics of power.

6 h 9 m•4 章节

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36 Strategies of Power: A War Manual

This course bridges the gap between ancient wisdom and modern survival, offering a deep dive into the mechanics of influence and tactical superiority. It is essential for leaders, entrepreneurs, and strategists who need to navigate high-stakes environments where psychological insight and political acumen are the primary tools for success.

6 h 4 m•4 章节

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The Strategist's Toolkit for Human Dynamics

In high-stakes environments, understanding the hidden layers of human behavior is a critical survival skill. This plan is designed for leaders and professionals who need to identify predatory tactics and apply strategic decision-making to win in competitive social landscapes.

1 h 45 m•3 章节

由哥伦比亚大学校友在旧金山创建

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由哥伦比亚大学校友在旧金山创建

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

查看更多网络上关于 BeFreed 的讨论

开启你的学习之旅，就是现在

第 11 章

优势谈判

概述《优势谈判》概述

一本书，多种聆听方式。

The Art of Getting What You Want: Mastering the Chess Game of Negotiation

The Power of Asking for More Than You Expect to Get

边听边看，每个词都清晰呈现

The Psychology of Negotiation: Never Say Yes to the First Offer

Physical Reactions That Win Negotiations: The Power of the Flinch

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Creating Win-Win Solutions: The Art of Non-Confrontational Negotiation

Strategic Gambits: Handling Authority and Making Concessions

边听边看，每个词都清晰呈现

Time and Information: The Hidden Pressure Points of Negotiation

The Walk-Away Power: Your Ultimate Negotiation Strength

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Cross-Cultural Negotiation: Understanding Different Approaches

The Personal Power Dynamics of Negotiation

边听边看，每个词都清晰呈现

Becoming a Power Negotiator: Essential Characteristics and Attitudes

The Ultimate Win-Win Philosophy: Everyone Can Leave Happy

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关于本书的常见问题

What is Secrets of Power Negotiating by Roger Dawson about?

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Who is Roger Dawson, the author of Secrets of Power Negotiating?

发现更多

1,000,000+ curious minds.

1,000,000+ curious minds.

一本书，多种聆听方式。

The Art of Getting What You Want: Mastering the Chess Game of Negotiation

The Power of Asking for More Than You Expect to Get

边听边看，每个词都清晰呈现

The Psychology of Negotiation: Never Say Yes to the First Offer

Physical Reactions That Win Negotiations: The Power of the Flinch

从 《优势谈判》中收获更多

Creating Win-Win Solutions: The Art of Non-Confrontational Negotiation

Strategic Gambits: Handling Authority and Making Concessions

边听边看，每个词都清晰呈现

Time and Information: The Hidden Pressure Points of Negotiation

The Walk-Away Power: Your Ultimate Negotiation Strength

从 《优势谈判》中收获更多

Cross-Cultural Negotiation: Understanding Different Approaches

The Personal Power Dynamics of Negotiation

边听边看，每个词都清晰呈现

Becoming a Power Negotiator: Essential Characteristics and Attitudes

The Ultimate Win-Win Philosophy: Everyone Can Leave Happy

你已读完 《优势谈判》

用户还喜欢

发现更多

《优势谈判》概述

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从《优势谈判》中收获更多

你已读完《优势谈判》

从《优势谈判》中收获更多

从《优势谈判》中收获更多

你已读完《优势谈判》