To reject outright a proposal usually means having to live with the consequences. It is simple a simple way for decision making. Saying ‘no’ and meaning it is appropriate when you cannot endure the offer but you can endure the consequences.
You decide to use this method when you are depending on other party`s decision, all selling skills are based on persuasion as they depend on the buyer. Persuasion is usually the first method we choose when we want something.
In many decision making cases you are left with no options except for solving out the issue in place. It requires a high level of skills to be able to solve problems in order to be able to take such decision.
Some large decisions are made by the toss of a coin! For example, if you are confused between two events (going to the football match or watching television) you have a 50 per cent chance of enjoying either event if you decide between them by tossing a coin.
These conditions normally include the mutual dependence of each decision-maker on the other. This usually involves you getting something, tangible or intangible, in return for your consent… You & the salesman decide to negotiate the price to make the deal through.
When decision-makers cannot find a basis for agreeing, and provided they can at least agree on an arbitrator and that his decisions will be accepted, they can choose arbitration. The building and construction industry uses formal arbitration. It is also used in commercial disputes between countries.
Threats lie from a gentle reminder that you have an option through, to a declared intention to use violent threats to get your own way. You may decide to threat others when you are really in a position to put pressure on them.
In some occasions you may decide to postpone your decision as an attempt to resolve internal disputes to secure agreements, or for the parties to forget how passionately they felt about an issue when it was first raised. Indeed, in some situations, an attempt to postpone a decision could be interpreted as a form of coercion, or simply as an underhand refusal to agree.
This is the appropriate choice when the person instructed is obliged to carry out the instruction. Managers do not normally expect subordinates to question their instructions. If instruction is unlikely to be obeyed – we need their consent – we must switch to another method as persuasion or negotiation– to overcome the challenge.
This is what we do when we accept an instruction. In Supermarkets we do not normally negotiate on the prices of their groceries.
