4* Inter ^^ qg^tei, i them - "why do you o.sk the question"? 

 Following this plan avoids '.making a hasty reply « 

 It may also bring out additional information that 

 would not otherwise be heard and that might bo very 

 valuable to the negotiations - 



5» Offset wit h a co mpensating, adva ntage - Try to offset a 

 real objection by pointing out or offering compensating 

 advantages o 



6« Capitalize the objection - Sometimes the opposition may 

 give an objection that can be turned Into a good reason 

 for accepting the proposal. 



7« Ignore the o bjecti on - The only objection that can 



safely be ignored is one obviously made as a joke and 

 not Intended to be taken seriously. 



£• Deny the o bjection - This is the "head on" situation* 

 Care should be exercised to avoid appearing argumenta- 

 tive or impatient. 



9. Analyze the situation - This is similar to method 4« The 

 negotiator may be somewhat baffled so he counters with 

 "Well, let's analyze the situation". He then begins to 

 ask questions about his opposition's points. From here 

 on both sides may contribute something which eventually 

 leads to now and perhaps smoother negotiations. 



The negotiator must always remember that something once offered cannot 

 be withdrawn without great difficulty. Just as with the commercial 

 salesman, once he mentions that he will sell at a certain price it is 

 practically impossible for him to raise the price. 



Developing Effective Bar gain ing Machinery 



Effective machinery for bargaining does not develop all at once. Since 

 bargaining is a dynamic process involving human emotions the pattern 

 that works best evolves slowly* As more experience Is gained alterations 

 will be made in procedures to meet the conditions that arise. Marketing 

 conditions are so varied in different sections of the country that plans 

 and procedures which bring results in some sections may prove almost 

 worthless In others* 



The machinery for negotiating contracts between cooperatives and proc- 

 essors can be fairly simple. It can consist primarily of formal con- 

 ferences on a local or regional basis between representatives of both 

 sides. Provisions should be made for arbitration of issues when the 

 two sides cannot agree. This is largely the type of machinery used In 

 negotiating labor -.management wage contracts. Such machinery does not, 

 of course, always guarantee prompt and peaceful settlement of all issues 

 involved. 



Both processors and associations representatives must be aware of the 

 danger of making unreasonable demands. If price offers made by the 



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