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TR U M P STR A TEGI ES FO R R E A L ESTA TE

In many cases, you should welcome a deadlock because it clearly
shows your determination to the other side. A deadlock also tests the
other parties’ determination. If they say, “That’s something I
refuse to accept and I’m leaving,” see iftheyactuallygooutand
stay out. Often if you call their bluff, they will retreat and accept
your position or suggest an alternative. Try to orchestrate a way for
them to gracefully come backtothe table and accept your position
or suggest an alternative, without losing face. If the other side ac-
cepts a deadlock it proves to you andyoursidethat “it’s the end of
the road” on that issue, though not necessarily the whole deal.

Breaking Deadlocks

One way to break a deadlock is simply to change the subject that
caused the deadlock and shift to other areas. The issue may still be
unresolved but if agreement is reached on other items the mood may
be changed and the deadlock issue can be revisited in a more amica-
ble environment.
Another way to break a deadlock is to go “off the record” and try
to open an avenue of resolution through a different person, perhaps
at a different level in the opposing party’s organization. Or you can
offer to get the opinion of a mutually respected third party.
If you do intend to break a deadlock by caving in, you should at
least insist on getting a minor concession in an ancillary area to
maintain a degree of credibility.

Using Deadlines to Your Advantage

Most people wait until the last minute to resolve open issues in
a negotiation. An interesting experiment was undertaken by a noted
researcher in the field of negotiation. He assembled a group of

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