Where the p’s are qualitative statements and the v’s are price statements. The key is that the qualitative parts constitute a language game (in the sense of people like Stalnaker). Each assertion is either accepted or challenged by subsequent assertions. The set of mutually accepted assertions serves to build up a narrative of increasing inertia, since every new statement must be consistent with previous ones to maintain credibility, even if it is only the credibility of a ritual rather than literal storyline.
This is the real reason why there is apparent spinning-of-wheels where the price point may not move for several iterations. For example in the Indian kurta case, I rejected the seller’s assertion that 175 would represent a loss, but acknowledged (but successfully factored out) the “this is fine needlework” assertion. Though the price point wasn’t moving, the narrative was. At a more abstract level, a full narrative with characters and plot may develop. This is also the reason why knowledge bluffs work — even if the seller knows the buyer cannot have seen the same item for half the price in another store, he cannot call out the bluff in an obvious way since that would challenge the (always positive) role in which the buyer is cast.

"Money can't buy you happiness, but it can buy you options." - Uncle

(Optional but recommended) Establish a reputation in your field as someone who delivers measurable results vis-a-vis improving revenue or reducing costs.
Have a hiring manager talk with you, specifically, about an opening that they want you, specifically, to fill.
Talk informally (and then possibly formally) and come to the conclusion that this would be a great thing if both sides could come to a mutually fulfilling offer.
Let them take a stab at what that mutually fulfilling offer would look like.
Suggest ways that they could improve it such that the path is cleared for you doing that voodoo that you do so well to improve their revenue and/or reduce their costs.
(Optional) Give the guy hiring you a resume to send to HR, for their records.  Nobody will read it, because resumes are an institution created to mean that no one has to read resumes.  Since no one will read it, we put it in the process where it literally doesn’t matter whether it happens or not, because if you had your job offer contingent on a document that everyone knows no one reads, that would be pretty effing stupid now wouldn’t it.

You abandon a meaningless search for authenticity, and revert to wearing masks to suit the situation: dating, business meetings, parties: each brings out a different persona, and you now start to enjoy the game, rather than resenting having to play it.

The transaction moves to closure when the emerging logic of the narrative becomes overwhelming, not when price transparency has been achieved. To bargain successfully, you must be able to control the pace and direction of the development of the narrative.

Pawn Star: Proceeds to explain all the things wrong with the item (chipped paint, cracks, discoloration, etc.). After pointing out the flaws, the Pawn Star says, “Knowing that, how much do you want for it?”

Before you sit down for a negotiation make a list of all the things that are important to you. If you are selling a company there’s issues about salary, vacation, how long are you locked up (if it’s a stock deal), who do you report to, what your title is, how long is the employment contract for, how can you get more money if your division becomes more profitable than anyone thought, how your employees will be treated, how will your business expenses be treated, what responsibilities you have, and so on and so on. Really spend time coming up with your list, depending on the negotiation.”

I advise people to begin every negotiation by asking questions about the information they have at hand, such as:
What information is critical to this negotiation?
What parts of this information am I missing and how can I acquire them?
How confident am I of the information I do have, and how can I test and/or improve it?
What information do my counterparts have? How confident am I about my assessment of their information?
What information do I want to share with my counterparts? What is the best way to do so?
What information might my counterparts want to share with me? What misinformation might they want to share?

One of the most important lessons of negotiation success is that your most profitable work is done away from the table -- sometimes when there isn't anything to negotiate! We don't always know where we'll find ourselves needing to negotiate, so even cynics should look for ways to strengthen their relationships and in particular their reputation for taking the other party's interests seriously.

In order to get into a negotiation, you shouldn't be talking money first, you have to make the company anxiously wanting you, and ideally you have more than one company doing that so you can get a bidding war.

Let's take a common life decision, leaving one job for a new one. In our hypothetical case, Jane has a job she's happy with but after exploring the market she identified some other interesting opportunities. After pursuing them she's in final interviews with two other companies (we'll call them A and B) and is doing her homework to negotiate in the event any offers come through.

The Value Gap is the difference between the price you’ll take and the price we’ll pay. Deals go ahead once the gap is small enough for one side to capitulate.

Typically, the value gap is reduced by way of negotiation. But in private equity, the value gap is mostly reduced by (a finely crafted) perception.

You don’t have to be an asshole, but if you have no choice, being an inconsiderate asshole beats being a polite beta, every time.

Don Draper demonstrates frame busting on a hostile frame.

In particular I suggested we spend the afternoon role-playing the negotiation, which he agreed to try. I played the part of the partner and raised the sorts of questions and concerns I thought were likely. It soon became clear that our CEO wasn’t ready for the meeting. He understood our interests extremely well but not the other party’s interests, particularly the non-financial ones.

Call the hiring manager again and get it clear whether they are paying for the trip or not. One way to broach it is to say: "As you have asked to meet me in person at your office, can you tell me the arrangement for how I will be reimbursed for my travel and incidental expenses?" Put it as a question that assumes that you will be reimbursed, so the awkwardness is on them if they don't actually want to front you the money. Then you can feign surprise and say calmly: "Well, I'm surprised at this arrangement since you requested the meeting." And then STAY SILENT until they speak, even if it means having dead air for 30 seconds or more. The incidental expenses are for things like meals and taxis. Of course, if you have decided to pay for the costs yourself, then if you hear a no they won't pay, just say OK and make the travel arrangements.

You might think that there are benefits to putting negotiators under the gun. But, as the Dutch psychologist Carsten de Dreu has shown, time pressure tends to close minds, not open them. Under time pressure, negotiators tend to rely more on stereotypes and cognitive shortcuts. They don’t consider as wide a range of alternatives, and are more likely to jump to conclusions based on scanty evidence. Time pressure also reduces the chances that an agreement will be what psychologists call “integrative”—taking everyone’s interests and values into account.

Another tactic, favored by the strategist Herman Kahn, is to “throw out the steering wheel,” to demonstrate that you are locked into a certain path and can’t swerve. Politicians sometimes adopt this approach, insisting that their constituents refuse to accept a compromise and have thus tied their hands.

System for pricing a car at dealerships

Don't be afraid to ask for more, it's not insulting or in any way going to affect your ability to be hired (we can always say no)

Next time you’re in a conversation with a friend or stranger, try imagining that you’re carrying the ace card, act with a matching confidence, imagine everyone else holding the same card, and treat them with the respect that other aces deserve.

Tell us what you do and how much you make—we'll tell you if you're underpaid.Create a custom Raise Request that helps you start the conversation with your boss.Get our expert guidance through the raise process. And if you don't get a raise within six months, we'll refund your money. Find out why! >>

Really good back and forth w/engineer wondering why he cant make a ton of $ using his skills. A couple smart guys show him how self-focused he is, instead of understanding value of marketing/customers

My second mistake was a couple of years later at the same company. We were recently bought and I took that as an opportunity to negotiate my salary. They asked me what I was looking for, and while I had done my homework on market rates...I really undersold myself. A part of me hoped that they'd come to a more competitive number on their own.They didn't.It put me in the weird position of asking for a proper market-rate adjustment just 6 months later. I got exactly what I asked for the third time too, but this time it was much more fair.Over that period I probably lost $70k all told.Huge mistake.

While recently in Istanbul I took the opportunity to study the city’s market system, trying my hand at some negotiating. What techniques have sellers developed to gain the upper hand against savvy buyers?

However, the best negotiator that I've known (and this guy was better than all the others, by a long shot) operated completely differently.  When you met with him, he really didn't talk much.  He would just ask you questions about what you wanted and listen really carefully.

As I would tell my salespeople: If you want to be an expert deceiver, master the art of self-deception. People will believe you when they see that you yourself are deeply convinced. It sounds difficult to do, but in fact it's easy—we are already experts at lying to ourselves. We believe just what we want to believe. And the customer will help in this process

1. Work hard on tangible stuff, document and claim credit for doing it, and notify people with what benefit the work provides. This sounds maybe stupidly obvious, but a lot of non-technical people don't understand the value in something. So, "Upgraded XYZ so our website loads faster, which is proven to make customers more likely to buy according to ZYX paper" - I know, what a waste of time, right? Wrong! It's going to make you a lot of money. Tell people what you did.

What - and where - you can negotiate purchases in the US

I manage and own rental property. So I'm constantly having to deal with people who are trying to weasel their way out of damage or problems they alone have caused and are responsible for. I find that one effective way to deal with such people is to not respond to what they say like they are asking a question.... and to use silence and the reply 'that's fine' as weapons.

Salary should never be the primary reason why we take a particular job but it often is the primary reason why we look to leave.

If you don’t ask for money periodically, you’re likely to be underpaid.

Highly recommended book on negotiating your salary

hackernews thread talking through negotiation points. 

Negotiations. Most people are awful negotiators (especially for jobs and especially in America). That’s because nobody teaches us how to negotiate — indeed, we’re actively taught that it’s “weird” and “awkward” to negotiate. <br />
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Craigslist Penis Effect: People are SO HORRIBLE at these things that just by trying (i.e., negotiating) you stand out from the crowd. 

This isn't even a housing thing, this is just a global thing. I don't think I've ever signed an employment contract without modifying it. I've never had my employer mention it afterwards.

The rental car business is so competitive that everybody wants to build brand loyalty. To prove this, if you're not getting what you want, just say, "You know what, I'll call Hertz" or one of the other competitors. The next thing you'll hear is "Sir, we'd be happy to upgrade you for free." Or "I'll take 10 percent off that." Or, "We can give you one free day." Those kinds of freebies are handed out all the time.

You are asking the wrong question to achieve the end state you desire. At the end of the day, you want to be paid more, whether through a bigger cut of the same pie, or the same cut of a bigger pie. Finding out how your cut compares to others' slice doesn't help you achieve that. Pointing out that someone else gets a better slice than you usually elicits not much more than a response that is essentially: "go take their job if you think you can".

Door-in-the-face (DITF): first you make a very large request which is easily turned down; this is where the metaphorical door is slammed in your face. But, then follow up straight away with a much smaller request which now, comparatively, looks very reasonable. This has been shown to substantially increase compliance.

Above all, you need to be able to market yourself and the value of your degree - especially if there isn't a connection between your major and what your dream job is.

This is a true story about two acquaintances of mine. One knew instinctively exactly how to get ahead in the workplace. The other thought he knew--and was dead wrong. Most of us would probably behave pretty much the way the latter did. I believe their experiences hold lessons for all of us.

Ramit on negotiation

Common wisdom for negotiations. Anchor theory + making the first (aggressive) offer.

Tips on Tipping

1. Go. You’d be surprised what you can get just by showing up.
2. Dress appropriately. Your chances improve considerably if you look like you belong.
3. Don’t feel ashamed. They don’t. You shouldn’t.
4. Have the money ready. Prefolded, in thirds or fourths, with the amount showing.
5. Identify the person who’s in charge, even if you have to ask.
6. Isolate the person in charge. Ask to speak with that person, if necessary.
7. Look the person in the eye when you slip him the money. Don’t look at the money.
8. Be specific about what you want. “Do you have a better table?” “Can you speed up my wait?” A good fallback: “This is a really important night for me.”
9. Tip the maître d’ on the way out if he turned down the money but still gave you a table.
10. Ask for the maître d’s card as you’re leaving. You are now one of his best customers.

“Hey, my friend told me that if I offer to pay the bill in full over the phone, I get a 25 percent discount.” And the response he generally received was “O.K.” “It was the same conversation with the doctors as it was with the hospital. There was no negotiation whatsoever. Just standard procedure,” Mr. Villarreal said by e-mail.

Ahlrichs says there are 4 types of bosses with varying needs for information and relationship. The strategy for selling to each one varies:

Seth Godin on selling ideas on an office

Getting Buyin

Bazerman says there are five strategies that can help keep negotiations on a rational plain.

Questions about salary requirements are one of the very few questions guaranteed to come up during a job interview or screening process, as well as almost always cause some severe awkwardness on both sides.