DISINFORMATION
Prepared By:
Ayça Turhan
Ceren Gürsel
Murat Tercan
Ozan Üzgün
Umut Ayhan
BUT FIRST...
INFORMATION
IN
NEGOTIATION
INFORMATION
Information has two specific components:
1. Information about the variety of
negotiating options or potential
alternatives to meet your needs and
2.
Information about the specific negotiation
in which you are involved.
Information about the range of potential
negotiating solutions is critical to enable
you to avoid getting locked into a situation
that you cannot walk away from.
Outside of and inside the deal...

One way of looking at information, is too see the
necessity for gaining as much information as
possible about options outside of the deal being
concidered.
Ask: “If not this, then what?” and always have an
answer before you sit down to negoiate.

The second major impact occurs inside the deal.
The more information we have about the
individual(s) we are negotiating with the better
we will be able to react to and anticipate their
negotiating requests.
During negotiation...

Gaining information during the negotiation is
even more critical.
 Effective negotiators are masters of the art of
asking fact-finding questions. The information
being sought concerns data about what the
other side really wants.
 Understanding all of the who, what, why,where,
when, how, and to what extent issues will help to
identify hidden agendas and real needs.
Feelings...
In addition to asking factual questions, it is
critical to get at the emotional issues or
feelings that surround the negotiation.
How does the outcome of the negotiation
affect the other negotiator personally?
How does it affect others?
How do these emotional issues affect the
way components of the deal are valued?
An important key to
negotiation success is
the discovery of the
relative value the
other side places on
the various issues
and the components
of the deal.
Where is all that information?
When concidering
your need for
information about a
negotiation, think
about all the possible
sources of
information.
Information can come
from
competitors,
People who do business
with the other side,
Trade reports,
Recent articles featuring
the other side, or
From standard
references.
 Information
can help or hinder your
negotiation.
 Imperfect information is the norm not the
exception.
 It can be valuable, as when you discover
how badly they need your consent or
cooperation.
 Disclosing your needs can damage your
stance.
Misinformation vs. Disinformation
Misinformation is information that is
incorrect, but not because of a deliberate
attempt to mislead. Believers in
misinformation are said to be misinformed
but not lying. Often, misinformation comes
from sources that may not be very careful
with their research. Overall, this leads to
people confusing fact with fiction and can
be fairly troublesome at some times.
Misinformation vs. Disinformation
Disinformation is the spreading of
deliberately false information to mislead
the other party as to one's position or
course of action. It also includes the
distortion of true information in such a way
as to render it useless.
Disinformation
Disinformation is a concept which we can easily
encounter in our daily lives. It is really hard to count how
many times we are being mislead because of
disinformation and misleading other people with
disinformation through out an ordinary day.
A good negotiator should be able to use this weapon
effectively and always concider that the other party may
also be using it any time.
Tactics Which Involve
Disinformation
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Faking
Divide and Conquer
Leaking
False deadline
Overwhelm
Bluff
Empty pockets
Padding
Empty promises
Good guy/ Bad guy
Russian Front
Red Herring
FAKING
Faking is:
Pretending to be someone you are not.
FAKING
 Dress
well,pretend to be rich.
 Dress down,pretend to be poor.
 Talk about people that you have not met.
 Talk about things you have never
experienced.
 Talk about qualifications you do not have.
FAKING
 “Yeah,
a few days ago I was talking to
Johnny Depp and he said…”
 “When I was is London, it was so rainy
that you could never go out without an
umbrella.”
 “I’ve been in this business for 30 years,this
is the best product I’ve ever seen.”
FAKING & DISINFORMATION
Faking is a great example of disinformation:
You INTENTIONALLY give some
information (ex: pretending to be someone
else) that which is NOT TRUE.
FAKING
 Most
of the people envy those who know
famous people,who’s expert in something.
 Faking may be useful in negotiation
BUT
 If
you get caught, punishment is inevitable.
LEAKING
 Leaking
is:
The “leak” of MISLEADING information..
LEAKING
 Let
something “slip out” during
conversation.
 Let your opponent overhear you talking
about things.
 Have someone on your side tell them
something.
 Leave documents in places that your
opponent can easily find them.
LEAKING
 “We
decided to downsize.”
 “Our manager thinks that there’s no future
in automobile industry.”
LEAKING & DISINFORMATION
When a party “leaks” information,they
INTENTIONALLY leak some misleading
information to trick the other party.
LEAKING
 When
one side “leaks” some information,
the other party will think that they have an
advantage.
 They will probably focus on that (leaked)
information.
 Good part is: They don’t have the right to
complain.
EMPTY POCKETS
 Empty
Pockets is:
Saying that you’re unable to meet some
demands even though you wanted to.
EMPTY POCKETS
 Say
you can not afford the demand.
 Say you don’t have it.
 Say you can not do it even if you wanted
to do so.
 Show it’s lack of ability,not lack of desire.
EMPTY POCKETS
 “Well,I’d
like to come to your birthday but
my mom doesn’t allow me to go out at
night.”
 “I’m a student, I want a good discount.”
 “I don’t have the lecture notes,if i had them
I would give them to you.”
EMPTY POCKETS &
DISINFORMATION
 Just
like pretending to be poor,in empty
pockets you show that you’re needy even
if you are not. (ex. to get a lower price)
EMPTY POCKETS
 It
may cause the other party to ask less of
you.
GOOD PART IS:
It’s a good way of refusing because of the
“I’d love to but…..”
part
Good guy/bad guy
 Good
guy/bad guy is
One person acts in an aggressive and
pushy way
The other person acts in a kind and
friendly way
Good guy/bad guy
 Bad
guy makes unreasonable demands
and require compliance
 Good guy asks nicely and getting
compliance
Good guy/bad guy
SOMETIMES
The good guy may apologize for the bad
guy,
OR
Plead for compliance.
Good and Bad guy in
one Person
 Be
unpleasant
 Then apologize
 Ask nicely for what you want
Good guy/bad guy
-Husband: It is too expensive and sales man
is in a condescending manner
-Wife: (whispering to sales person) I am
sorry for my husband but i think he will buy
it if you discount 10% in price.
Good guy/bad guy
-cop1: He won’t confess, kill him!!
-cop2: I can’t kill, it is not ethic.
-cop1: Forget the ethic, kill him
-cop2: Err..ok if you..
-man: Okay okay..please stop..murderer is
Umut.
Good guy/bad guy
It can also be subconscious pattern for
parents
WHERE
 One parent tries to impose discipline by
demanding compliance
 The other parent seems to get easily by
gentle request
Bluff
 Bluff
is
is a form of deception that involves a false
show of confidence.
Bluff
 Tell
the other person something that will
impress them
 Act confidently. Do not hesitate
 When buying, say that you know you can
get the item much cheaper elsewhere
 When selling, say that you have already
had a good offer
Bluff
 Well,
I like this place but I’ve just had an
offer of a smilar house at a much lower
price
 Yes, dad, I’ve done my school work. Can I
go out now?
 Don’t worry. Adjudication is yours because
I offer the maximum price.
Bluff
a
player makes a bold bet on a weak
hand, hoping to frighten the other players.
Bluff
Bluffing is of course a
DANGEROUS GAME
As the other person may call your bluff
Bluff
If you are found out, then you will be
suspected for a long time into the future
Overwhelm
 Overwhelm
is
giving the other side so much information
Overwhelm
 When
the other party ask for details about
your company, give them financial
analyses,market information.
 Snow the other party under with blizzard of
information. Hide the needle that they are
seeking in a haystack of irrelevant data.
 You can also overwhelm the other party
with keep asking for more and more
information.
Overwhelm
 You
wanted to see our customer results for
the SB04 product line. I’ve had my
secretary send you all the customer
results we have. I’m sure it’s in there
somewhere.
 How many are you looking? What type?
What variant? Which year?
Overwhelm
 When
you snow another person you
cannot be accused of being unhelpful or
failing to comply with their requests.
 This is also an opportunity to show them
how busy you are, how much work you do
and how really complex and difficult it
really is.
PADDING
Padding is:
Add in requirements to your initial position
that you do not really need.
PADDING
 Add
in requirements
 Do not do this lightly.
 Act in the same way as if you were
conceding something you really want.
 Be ready to justify why you want these
things.
 Beware of including what you cannot
reasonably justify.
PADDING

I need a meeting room for twenty people...Well, I
guess I'll have to stop Murat and Ozan from
coming. Coffee is included in that price, isn't it?
 My darling said it must be red...Well, I'll take the
green one, but only if you include the full
insurance package. I guess I'll have to think
about what to say...
 I must have this project done by the end of the
week... I'll accept it next Tuesday if you include a
full specification.
PADDING & DISINFORMATION
 It
can be used when giving disinformation
but in order to work, padding has to be
credible. If it is suspected that you are
deliberately padding then all of your
requirements will be suspect and open to
challenge.
FALSE DEADLINE
False Deadline is:
Saying that something must be done by a
certain deadline or else the deal is off.
FALSE DEADLINE
 Make
in the near future
 Fall other person in panic
 Explain circumstances beyond your
control
 If not in short time ,unable to find a
satisfactory conclusion.
 Show them what will happen if the
deadline is not met.
FALSE DEADLINE
 The
negotiation project is next week. If this
report is not ready by then, it will be low
grades and it will be my responsibility.
 Prices go up at the end of the week, sir.
You haven't got long.
 My mom tells me “If you're not in bed by
ten, you will not wake up in time
tomorrow”.
FALSE DEADLINE &
DISINFORMATION
 Hurrying
people, especially if it panics
them, has the effect of reducing the
rational and reflective thought that they put
into the process and thus makes them
more likely to agree with you. So if a
negotiator wants to change the challenge
towards himself he can use disinformation.
He may tell wrong dates intentionally and
gains an advantage .
Russian front
 Russian
front is
Offering the other party something that
they will never choose
Russian front
 Dress
it up so that it seems more
reasonable
 Make it seem inevitable
 Show how it is going to happen
 Paint the picture of pain
 Offer them the alternative that you really
want them to choose
Russian front
 You
can go to bed now ... or you can clean
up this mess
 You've done it now. Murat will not like that.
And he's coming down in ten minutes. Tell
you what: there is something I can do...
Russian front
 Offering
something that is clearly
undesirable creates panic and discomfort
 This causes people anxious to get away
from this
 to the point where they are looking more at
what they are avoiding than what they are
getting instead
Red Herring
A Red Herring is a fallacy in which
an irrelevant topic is presented
in order to divert attention
from the original issue. The
basic idea is to "win" an
argument by leading attention
away from the argument and
to another topic.
Red Herring
This sort of "reasoning" has the following
form:
1. Topic A is under discussion.
2. Topic B is introduced under the guise of
being relevant to topic A (when topic B
is actually not relevant to topic A).
3. Topic A is abandoned.
Red Herring
If you want them to waste time, make the
trail long.
 If you want them to expend effort, make the
trail difficult to follow (but with enough
interesting clues to keep them sniffing.
 You can highlight 'problems' which turn out
not to be problems (after a degree of
examination).
 Be careful to retain credibility, for example by
referencing the trail through other people.

Red Herring
A
company shows some interesting, but
minor problems to an auditor,
distracting them from the really serious
issues that may be found elsewhere.
 There might be a problem with the
paintwork, let's look...No! The
paintwork is, in fact, perfect.
Red Herring
Laying a false trail leads people
away from areas that you do not
want them to see. To do this, the
trail must be of sufficient interest
that the other person misses any
clues to other areas.
Talking about problems that are
not really problems has effects
beyond distraction. For example,
it may show you in a positive light
as willing to highlight issues that
may count against you..
Red Herring
If the other person realizes that it
is a deliberate red herring, they
may be very unhappy about this,
so it should either be cloaked
carefully or you must be protected
from any anger.
Divide and Conquer
Cause confusion in the enemy
camp. Get them at each other's
throats so they pay less attention
to fighting you, for example by
paying more attention to one
person or one group than another
or sowing false information.
Divide and Conquer
When they are arguing amongst
themselves, propose solutions
that the key people will accept
and which will support their
internal negotiations.
Divide and Conquer
A side member of a negotiating team spends
time with some of the younger members of
the other side whilst the main negotiations
are going on elsewhere. In their discussions,
they touch on how the ideas from these
bright young people are being ignored by
their superiors.
 A negotiator and a colleague talk about how
one person on the other side is more
successful than another. They know that they
are being overheard and their talk is designed
for the listener.

Divide and Conquer
If you can get the other side to
take their eye off the ball then
you can consequently gain control
of the proceedings.
When others disagree with one
another, then one may well take
your side in order to win points
against their internal opponents.
Divide and Conquer
When others disagree with
one another, then one may
well take your side in order to
win points against their
internal opponents.
Divide and Conquer
This, of course, is a
hazardous strategy which can
backfire if they discover what
you are doing. To succeed, it
must be executed with great
care and finesse.
Empty Promises
Make promises that you know
that you will not have to
keep.
Empty Promises
Use this to get things moving
when the negotiation is stuck
and the item being requested
seems relatively minor.
Empty Promises
“I don't see why I can't come
back some time.
I guess I could spend extra
time with you.
Why not? I'm sure I can find
the time.”
Empty Promises
When the other person is
fixated on getting something,
particularly if it is minor, then
they may well be more
trapped by the wanting rather
than really want it.
Suggesting that you will give
it to them gives them closure
for now and lets you move on
with the rest of the
negotiation.
Empty Promises
This works better for things
that will be delivered at an
uncertain time in the future.
When asked, you can then
delay delivery. If pressed, you
may actually have to deliver.
Empty Promises
As any deceptive method, this
holds the danger that it will
cause betrayal response.
THANKS FOR YOUR
ATTENTION!