NEGOTIATING WITH LIARS – PART 1

Lies are a reality we encounter daily, even during negotiations. Studies indicate that it’s quite common for negotiators to have a habit of lying when they consider gaining advantages. This reality is especially evident in the business world, where negotiations are often permeated by dishonesty in pursuit of personal gain.

However, detecting lies is not an easy task, as humans, by nature, are adept at concealing the truth. Therefore, instead of focusing on detection, it’s more effective to adopt prevention strategies. Today’s article precisely brings this approach, “How to Negotiate With Liars.”

Starting from a well-founded clarification about the relationship between behavior and lies, I’ll unravel strategies with you that will help in the practice of this art of asserting oneself against those who prefer lies over preserving values such as transparency and honesty.

I’ll divide this article into two parts, to facilitate reading and make it more practical. So, in this first part, I’ll explore the reasons people lie during negotiations, as well as the negative impacts these lies can have.

In the second part, I’ll dedicate space to present a perspective more aligned with cognitive understanding, until we reach the six scientifically supported strategies that can help you negotiate with liars more assertively, increasing your chances of achieving beneficial outcomes for both parties.

By combining scientific insights with practical approaches, this article aims to empower readers to confront the challenges of negotiating with liars confidently and assertively. Get ready to acquire valuable knowledge that can transform your negotiation skills and strengthen your business relationships.

EVERYONE LIES ALL THE TIME

It’s necessary to understand that everyone lies all the time. Lying is a part and parcel of human life. This is because lying can serve several important functions in our social interactions, such as protecting our privacy, preserving relationships, avoiding unnecessary conflicts, and even promoting our own safety. There’s no shortage of behavioral research demonstrating how much people lie—and do so frequently. Some argue that lying is part of human nature, while others contend that this argument only serves to mitigate guilt and justify wrongdoing. Whatever the reason, the fact is that an individual tells, on average, three lies during a 10-minute conversation, as shown by a British study. This tendency to lie extends to the business environment, where negotiators often resort to dishonesty to gain advantages during negotiations.

When it comes to business, the statistics are no different. Understanding the prevalence and effects of lies in negotiations is crucial for developing effective negotiation strategies that promote transparency and trust. An interesting study addressing the issue of lying in negotiations is “The Truth About Lies in Negotiations,” published by Leigh Thompson and her colleague Robin L. Pinkley. In this study, researchers explore the prevalence and effects of lies during negotiations, providing valuable insights into how negotiation strategies can be affected by dishonesty. In this study, researchers found that most negotiators lie during negotiations, with an average of one to two significant lies per day. They observed that lies can have a significant impact on negotiations, affecting mutual trust and the quality of agreements reached. Furthermore, the study highlights that dishonesty can become a common practice, harming the integrity of long-term business relationships.

Another relevant study is “Liar, Liar, Hard Drive on Fire: How Media Context Affects Lying Behavior,” conducted by Jeffrey T. Hancock and his team. This study examines how the communication environment, including emails and text messages, influences people’s lying behavior, offering an interesting insight into how communication technologies affect the propensity to lie. This study investigates how different forms of communication, such as emails and text messages, influence people’s lying behavior. The findings suggest that the communication environment can either facilitate or hinder the spread of lies, with some platforms encouraging more dishonesty than others. For example, researchers found that people tend to lie more in emails than in face-to-face communications, due to the lack of nonverbal cues and the sense of anonymity provided by emails.

A recent research worth considering is the study titled “The Role of Deception in Negotiations: A Comprehensive Review and Agenda for Future Research,” published in the journal “Negotiation and Conflict Management Research.” This study offers a comprehensive analysis of the role of deception in negotiations, highlighting various facets of this phenomenon and its impact on business relationships. Some of the conclusions and findings of this study include:

• Deception is a common occurrence in negotiations, with negotiators often resorting to lies, omissions, or distortions of the truth to achieve their objectives.

• Deception can be strategically used as a negotiation tactic to gain an advantage over the other party, but it can also have long-term negative consequences, including loss of trust and deterioration of business relationships.

• Cultural and ethical context significantly influences the perception and acceptance of deception in negotiations, with different cultures and ethical values addressing the issue differently.

• Strategies for dealing with deception in negotiations include promoting transparency, building trust relationships, and developing lie detection skills.

Based on studies conducted between 1999 and 2019, about half of the people who negotiate lie when they have motive and opportunity to do so. However, lying is not just a phenomenon that occurs during negotiations or social interactions; it is also a constant part of the human experience, often manifesting in our internal dialogues and self-assessments. This propensity for lying, both to others and to ourselves, can be attributed to a variety of psychological and social factors, such as the need to preserve self-image, avoid conflicts, or secure personal advantages.

For example, it may seem trivial, as we often deceive ourselves by promising to start a diet on Monday but end up postponing it to the next week. We may also exaggerate our personal achievements when meeting someone or updating our profiles on social media, seeking external approval and validation. These “small” acts of dishonesty reflect the complex interaction between our emotions, feelings, motivations, and perceptions of ourselves and others, which are always accompanied by justifications we give to ourselves.

Many times, we find justifications for the lies we tell ourselves and others, creating a complex network of self-deception and dishonesty. This propensity for lying is not limited to just minor everyday inconsistencies, such as delaying a diet or exaggerating our achievements on social media. It permeates more fundamental aspects of our existence, reflecting the intersection between our relationships in all their personal and professional aspects.

For example, when faced with cognitive dissonance, uncomfortable situations, or when exposed to clarifying certain decisions, we often resort to lying as a defense mechanism to preserve our emotional integrity or avoid conflicts. We may distort the truth to protect ourselves from shame, guilt, or regret, creating narratives that allow us to justify our actions and decisions.

Furthermore, the pursuit of external validation and social acceptance often leads us to exaggerate or distort identity aspects or even achievements. It has become normative for us to project an idealized image of ourselves on social media, seeking not only recognition from others but also validation of our own self-image. This incessant quest for recognition and belonging can lead us to distort the truth and omit relevant information, compromising not only our authenticity or integrity but also our own values.

Thus, it is essential to recognize that lying is not just a superficial phenomenon but rather a complex expression of our psyche and social interactions. By exploring the deep roots of lying in our own human nature, we can begin to unravel the layers of self-deception and dishonesty that permeate our existence. Only by honestly confronting our own patterns of behavior and beliefs can we aspire to greater authenticity and integrity in our relationships with ourselves and others.

Faced with this challenging scenario, it is imperative to explore effective strategies to mitigate the effects of dishonesty and promote more transparent and productive negotiations. In this article, we will detail six scientifically based strategies that can empower you to face negotiation situations with confidence and assertiveness, offering practical tools to build trust relationships and achieve mutually beneficial agreements.

LET’S TALK TRUTH, ARE THERE TECHNIQUES TO DEAL WITH LIES?

Have you ever found yourself in a negotiation situation where you suspected the other party wasn’t being entirely honest? Probably yes, so it’s no coincidence that over the past two decades, there has been a significant increase in the sale of books and training promising to enhance techniques for detecting lies. There’s a widespread perspective that it’s possible to reliably identify a liar through behavioral cues and subtle signs, also known as “tells,” a term used in poker jargon and other games involving bluffing.

• Body Language: Body language plays a crucial role in lie detection, although its assertiveness is limited. Certain non-verbal behaviors, such as nervous movements, lack of eye contact, and restricted or defensive gestures, may indicate dishonesty. For example, crossing arms, repeatedly touching the face, or avoiding eye contact can be signs of discomfort or withholding information.

• Facial Expressions: Facial expressions can provide clues about the truthfulness of statements, especially microexpressions, which are rapid and involuntary facial expressions. Observing subtle changes in facial expressions, such as furrowed brows, tight lips, or fake smiles, can help identify possible lies and sensitive points to be explored.

• Language Patterns: Analyzing language patterns can reveal inconsistencies and indicators of lies. For example, liars may avoid using personal pronouns, preferring to speak more generally. Additionally, lack of specific details or vague responses to direct questions may indicate attempts to conceal the truth.

• Statement Analysis: Statement Analysis is an effective technique for identifying signs of deception in verbal statements. This technique is used to examine statements with the aim of identifying inconsistencies or patterns that may indicate the truth or falsehood of the information provided. It is often applied in criminal investigations, job interviews, negotiations, and other situations where the accuracy of information is crucial.

Which technique do you find most effective for detecting lies during negotiations?

What is crucial to understand here is that lie detection is a complex area, involving not only superficial signals but also a deep understanding of the human mind and how we interpret the world around us. When dealing with information and forming our thoughts, we are constantly drawing on our memories, which are intertwined with other memories and past experiences. This means there is no isolated interpretation or independent thought; everything is interconnected and influenced by emotions, feelings, and past experiences.

When faced with a present situation, we often react based on perceptions from the past, shaping our verbal and non-verbal language according to these memories. For example, a past experience of distrust may influence our posture during a negotiation, even if we are not consciously aware of it.

It is important to recognize that lie detection is not an exact science due to the complexity of the human mind. People are unique, and their reactions can vary significantly based on factors such as anxiety, stress, and individual characteristics. Additionally, the context of a negotiation and the available information play a crucial role in interpreting verbal and non-verbal cues.

Therefore, it is advisable to adopt a holistic approach, combining careful observation of non-verbal and verbal cues with a thorough analysis of the context and history of the situation. These strategies are essential for formulating the right questions and obtaining relevant information. While there is no magic formula for detecting lies, it is possible to explore cues that can provide valuable insights to help us detect certain patterns that can be further explored. However, it is important to keep in mind that there are no absolute guarantees, and the interpretation of these cues requires a deep understanding of the individual and the context in which they are embedded.

In summary, if you’re a negotiator looking to “read” people during a negotiation, it’s essential to recognize the limitations of this approach. There is no solid scientific evidence confirming the effectiveness of verbal and non-verbal reading in lie detection. Studies show that the accuracy in identifying lies is relatively low, just over 50%, which is not much better than a simple random chance of guessing correctly. Therefore, it’s crucial to adopt a cautious and informed approach, taking into account all aspects of the negotiation situation.

Yes! Cinema has contributed to the dissemination of other beliefs on the subject. Besides pseudotechniques about body language and microexpressions, there are myths such as polygraphs — a technology designed specifically to detect lies in a controlled environment. However, polygraphs are subject to variables and can come to wrong conclusions more than a third of the time. Another widely used technique is “Statement Analysis,” which is valid as evidence in courts in some countries, and research shows it achieves slightly better results than polygraphs regarding accuracy. This technique involves a thorough textual analysis, exploring linguistic elements, grammatical structure, word choice, use of pronouns, verb tenses, metaphors, and other carefully examined indicators. Statement analysis starts from the premise that when lying or withholding information, people leave unconscious clues in their speech. These signs can manifest subtly, such as changes in language, specific use of pronouns, evasion of certain topics, omissions, or contradictions.

Regardless of the technique, it’s important to emphasize that all these techniques and tools are complementary and do not represent a definitive solution to assessing a person’s truthfulness. They should be combined with other approaches and evidence to obtain a more comprehensive understanding of a particular case.

Furthermore, the fact is that lie analysis is inherently related to human behavior and therefore should be conducted by highly trained and experienced professionals since an incorrect interpretation of verbal and non-verbal elements can lead to mistaken conclusions that can harm both the individuals involved and the negotiation process. Applying these techniques cautiously and based on solid knowledge of language, communication, and behavioral psychology.

It’s also worth noting that complexity increases considerably when dealing with personal issues, especially those involving individual gains and interests, as we tend to bias personal matters. In these cases, humans tend to be particularly ill-suited to recognize a lie, especially when it’s wrapped in manipulative strategies. This is evident in common situations, such as the boss’s promise of an imminent promotion or the supplier’s assurance that your order is treated as top priority.

Psychologically speaking, this vulnerability stems from our tendency since childhood to readily accept information that confirms our hopes, desires, or pre-existing assumptions. It’s as if we’re predisposed to rationalize and justify our intentions and actions, as well as their outcomes. It’s important to remember that we often tend to deceive ourselves in situations where we need to validate our decisions and behaviors. Let’s explore together how we can cultivate it even amid the uncertainties and challenges of negotiations!

FACTORS THAT LEAD PEOPLE TO LIE IN NEGOTIATION

Imagine yourself in a crucial negotiation for the future of your career. Would you trust someone you suspect is hiding important information? Trust is the foundation of any business relationship. I could spend hundreds of pages discussing the possible reasons why a person lies in a negotiation, so I’ll summarize the most important points that studies have shown in recent years. Let’s explore some of these reasons, taking into account relevant psychological theories:

• Desire to Gain Advantages: One of the most common reasons for lying during negotiations is the desire to gain personal advantages. This can occur when a negotiator seeks to maximize their gains and is willing to use dishonesty as a strategy to achieve this goal. The individual may believe that lying will improve their negotiating position or increase their chances of getting better terms in the agreement. It’s not uncommon to encounter this during business negotiations. For example, when a sales manager inflates the sales numbers of their team to impress superiors and secure a larger bonus, even if it means providing distorted information about actual sales performance.

• Fear of Losing: Fear of losing is another factor that can lead people to lie during business negotiations, especially when they perceive they are at a disadvantage or face an imminent threat of losing a deal. When negotiators feel they are at a disadvantage or face an imminent threat, they may resort to lying as a way to protect their interests. They may exaggerate their positions, hide relevant information, or distort reality to avoid losses or gain a competitive advantage. For example, when a sales representative exaggerates the benefits of a product to convince a customer to close the deal, fearing they might lose the sale to a competitor.

• External Pressures: Sometimes, people lie during negotiations due to external pressures they face. These pressures can come from higher-level executives, competitors, customers, or other stakeholders who expect favorable outcomes. Under these circumstances, negotiators may feel compelled to use dishonesty as a way to meet external expectations or demands. For example, a marketing executive may lie about project delivery deadlines to meet the demands of an important client, even if it means overburdening the team and compromising the quality of work.

• Belief in the Efficacy of Lying: Some people may believe that lying is an effective strategy in negotiations. They may perceive that dishonesty provides them with a competitive advantage, allowing them to manipulate the situation in their favor. This belief can be influenced by individual factors, past experiences, or even by observing other negotiators who have succeeded using dishonest tactics. There is no shortage of recent examples of entrepreneurs exaggerating the profit potential of an investment to attract investors, based on the perception that dishonesty will increase their chances of securing funding for the project.

As we explore the factors that lead people to lie during business negotiations, it’s important to note that there are several other relevant theories that can be cited to understand lying behavior during business negotiations. For example:

• Cognitive Dissonance Theory: According to this theory, when a person acts inconsistently, conflicting with their beliefs or values, a feeling of discomfort known as cognitive dissonance arises. To alleviate this dissonance, the individual may resort to lying as a way to justify or rationalize their actions. In a business context, a negotiator may lie about the production costs of a product to close a deal, even if it goes against their personal values of honesty.

• Theory of Moral Behavior: This theory explores the factors that influence people’s ethical and moral behavior. Some negotiators may be willing to lie if they perceive that the situation will not result in significant negative consequences or if they believe that personal gain outweighs ethical considerations. For example, a financial manager may conceal information about the company’s finances during a negotiation due to the belief that this will result in personal financial gains.

• Self-Efficacy Theory: This theory suggests that a person’s belief in their own ability to perform a task directly influences their behavior. A negotiator may lie about their skills or available resources during a negotiation to increase their self-efficacy and confidence in achieving a favorable agreement.

• Prospect Theory: According to this theory, people tend to make decisions based on the perception of gains and losses rather than absolute values. During a negotiation, a negotiator may lie about the benefits that the other party will receive from the agreement to increase their own chances of success, even if it involves distorting reality.

• Rationalization Theory: This theory posits that people have a tendency to justify their actions to make them consistent with their beliefs and values. A negotiator may lie about certain aspects of a negotiation and justify that lie as necessary to achieve a greater goal or to avoid potential losses.

• Social Exchange Theory: According to this theory, social interactions are governed by norms and expectations of reciprocity. During a negotiation, a negotiator may lie about their own interests or resources to influence the other party to grant concessions or additional benefits.

• Social Cognitive Behavior Theory: This theory emphasizes the influence of observation and modeling of social behaviors. A negotiator may lie during a negotiation if they have observed other successful professionals using dishonesty as an effective strategy to achieve their goals.

It is crucial to emphasize that these theories and factors represent only some of the possible explanations for lying during negotiations. Human behavior is complex and influenced by a variety of individual, social, and contextual factors. Thus, understanding these motives and theories can provide valuable insights for identifying and dealing with dishonesty during negotiations, contributing to the construction of more transparent and trustworthy agreements in the business environment.

WHAT ARE THE EFFECTS OF LIES IN NEGOTIATIONS?

Remember: behind every business decision, there is a story of trust or distrust. The fact is that almost always, when someone lies during a negotiation, they tend to focus only on personal gains, neglecting possible losses or the concept of ‘win-win’. This attitude can not only harm the career and professional success opportunities of that person but also negatively affect all parties involved, as well as those who are related to them. Dishonesty and lies have significantly negative effects on negotiations, both at an individual level and in the broader context, affecting not only the parties involved but also those who are indirectly linked to the process. When one of the negotiators chooses to lie to gain an advantage, this can lead to various harmful consequences, such as:

• Trust Breakdown: Trust is a fundamental element in any negotiation. When one party is caught in a lie, trust is shaken. This creates an atmosphere of mutual distrust and makes it harder to reach satisfactory agreements for both parties. The loss of trust can extend beyond the current negotiation and affect future business interactions with other indirectly involved parties. For example, during a strategic partnership negotiation, a company lies about its stable financial situation to attract significant investment. When investors discover the truth, they feel betrayed and withdraw their financial support. This not only harms the company in question but also undermines investors’ trust in other investment opportunities.

It is undeniable that trust breakdown can have devastating and lasting effects on business relationships. Once trust is lost, it is extremely difficult to rebuild it. Even if the parties involved try to resolve their differences and move forward, the specter of distrust continues to hover over their interactions. For example, after the discovery of the lie during a strategic partnership negotiation, even if the company in question tries to correct its behavior and commit to transparency, this breach of trust can leave a deep mark on investors, causing them to hesitate to trust again. They may choose to seek other investment opportunities, leaving the company in an even more vulnerable position in the market. Thus, the breakdown of trust not only affects the immediate relationship between the parties but also has a long-term negative impact on their reputations and on the willingness of other parties to do business with them.

• Quality of Agreements: Dishonesty compromises the quality of agreements reached. If one party withholds important information or distorts reality, the terms of the agreement may be compromised. This can lead to unbalanced agreements, where one party gains unfair advantages at the expense of the other. Lack of transparency and honesty undermines the ability to build mutually beneficial and lasting agreements. For example, a project manager lies about the delivery schedule of a project to secure approval for additional funding. When the project is not completed on the promised schedule due to insufficient resources, stakeholders are disappointed, and the project manager’s credibility is compromised, negatively affecting future leadership opportunities. Additionally, this lack of reliability can spread beyond the specific project, affecting the project manager’s reputation throughout the organization. Other leaders and team members may hesitate to collaborate or trust in their leadership abilities on future projects, damaging their career trajectory and prospects for advancement.

• Development of Negative Relationships: Lies during negotiations can create resentment and animosity between parties. When a negotiator feels deceived, they are likely to adopt a defensive and retaliatory stance. This can lead to a confrontational environment and hinder the building of positive and lasting relationships. Future negotiations may be hindered by a lack of cooperation and willingness to reach agreements. For example, during an outsourcing contract negotiation, an outsourced company lies about its ability to provide qualified labor. When the employees provided by the outsourced company lack the necessary skills, it results in delays and quality issues for the client. This generates resentment between the parties and harms any possibility of future collaboration. Additionally, the harmed party may seek legal redress for damages caused by falsehood or bad faith during negotiations, resulting in costly and harmful lawsuits for all parties involved. These litigations can further prolong the negative effects of dishonesty, affecting the reputation and business operations of both parties.

• Reputation and Image: The practice of lying during negotiations can have negative repercussions on the reputation and image of the parties involved. Reputation is a valuable asset in business, and being known as a dishonest party can deter potential business partners. Additionally, the tarnished reputation can make it difficult to establish future partnerships and collaborations. For example, a marketing consultant lies about the expected results of an advertising campaign to secure a lucrative contract with a client. When the campaign fails to meet the promised goals and the client discovers the lie, they share their negative experience on review sites and social media. This damages the consultant’s reputation and drives away potential clients, adversely impacting their future business. Additionally, the harmed client may seek legal redress for financial losses or damage to reputation caused by the consultant’s dishonesty, resulting in lawsuits that can further damage the consultant’s image and business.

• Financial Losses: Dishonesty during a negotiation, especially regarding financial matters, can result in significant losses for all parties involved. This occurs when false information is deliberately provided about assets, liabilities, revenues, expenses, or financial projections. For example, during a merger negotiation between two companies, one party may lie about its financial assets and liabilities to artificially inflate its market value. However, when the truth is discovered after the merger is completed, the acquiring company’s shareholders face substantial losses due to the misvaluation of the acquired assets. These losses are not limited to financial aspects; they also undermine the trust of investors, customers, and other stakeholders, affecting the reputation and credibility of the companies involved. Additionally, the public disclosure of dishonest practices can lead to regulatory investigations, prolonged litigation, and additional financial penalties, further deepening financial damages and jeopardizing the future viability of the organizations.

• Loss of Future Opportunities: The consequences of lies during a negotiation can transcend the present moment and affect opportunities for collaboration, partnership, or business in the future. When one party discovers they have been deceived, it can undermine trust and lead to a refusal to do business again with the dishonest party. This loss of trust may result in excluding the dishonest party from future business opportunities, significantly reducing their long-term growth and success prospects. For example, imagine a situation where a company lies about its expansion plans during a business partnership negotiation. When the partner uncovers the lie, not only do they terminate the existing partnership, but they also share their negative experience with other potential partners in the market. This creates a reputation of unreliability for the deceitful company, deterring other collaboration and business opportunities. As a result, the company struggles to establish new strategic partnerships and expand its operations, limiting its growth and development potential in the market. Therefore, it is crucial to understand that lies during negotiations not only compromise immediate transactions but can also have lasting and detrimental impacts on future business opportunities and corporate growth.

• Impact on Organizational Culture: Dishonesty in negotiations can have a profound and detrimental impact on a company’s organizational culture. When employees perceive that leadership or colleagues are lying during internal or external negotiations, it undermines trust, damages team morale, and creates a toxic work environment. For example, suppose a team leader lies about promotion criteria within the company, favoring certain employees based on personal relationships rather than professional merit. When the truth is discovered by team members, it not only undermines trust in leadership but also generates resentment and demotivation among employees. This can lead to a work environment where honesty and integrity are devalued, and employees feel disheartened and disengaged. Consequently, the organizational culture deteriorates, negatively affecting performance, productivity, and talent retention within the company. Lack of trust and transparency undermines the organization’s core values and compromises its ability to achieve its goals and sustain long-term success. Therefore, it is essential for companies to promote a culture of honesty, transparency, and integrity in all negotiations and interactions to preserve a healthy and sustainable organizational culture.

• Difficulty in Resolving Conflicts: Lies during conflict resolution negotiations can further complicate the search for effective solutions. When one party lies about the causes or contributions to a conflict, it undermines trust between the involved parties and makes it more challenging to find a mutually acceptable solution. For example, consider a situation where two departments of a company are involved in a conflict due to communication and collaboration issues. During negotiations to resolve the conflict, one of the managers lies about their past actions that contributed to the situation. When this lie is discovered during the mediation process, trust between the departments is severely damaged. This creates a significant obstacle to finding a sustainable solution, as the parties may feel distrustful and reluctant to compromise. As a result, the conflict may persist longer than necessary, negatively impacting the company’s operations, undermining employee morale, and eroding organizational cohesion. Therefore, it is essential to promote honesty and transparency in all conflict resolution efforts to build trust, facilitate constructive collaboration, and achieve lasting results.

Finally,

To conclude this first part of the article, it’s important to recap what we’ve explored so far and highlight its relevance to understanding negotiation dynamics in the business world.

In this first part, we have delved deeply into the factors that lead people to lie during negotiations, as well as the various negative effects that these lies can have. From the desire to gain personal advantages to the devastating consequences for trust, reputation, and future business opportunities, each aspect has been meticulously examined and exemplified to provide a comprehensive understanding of the topic.

It is crucial to recognize the importance of understanding the motives behind lies and the impacts they can have, not only for the individuals involved in the negotiations but also for the organizations and associated stakeholders. Dishonesty can undermine trust, compromise the quality of agreements, damage relationships and reputations, result in significant financial losses, and even affect the organizational culture of a company.

In light of these considerations, this first part of the article serves as a warning of the need to promote honesty, transparency, and integrity in all business negotiations. By recognizing the dangers of lies and their harmful effects, leaders and professionals can be better equipped to make ethical decisions and build sustainable and trustworthy business relationships.

I invite you to continue exploring this crucial topic in the second part of the article, where we will address strategies for promoting honesty in negotiations, as well as techniques for dealing with dishonesty when it arises. We will further deepen our understanding of the complexities involved in business negotiations and explore paths to building relationships based on trust and integrity.

Don’t miss the continuation of this journey of learning and reflection. Join us in the second part, where we will continue our exploration of the nuances of business negotiations and the fundamental role of honesty in establishing successful and sustainable business relationships. See you there!

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