For example, are you assuming that a particular element of, or route to, a potential deal isn¡¦t worth exploring because the other party would never accept it? You may well be right but you don¡¦t know until you¡¦ve asked. Never assume that something is impossible¡Kin negotiation, all routes are open until a definitive roadblock has been put up and even a categorical ¡§no¡¨ isn¡¦t always final.

You will necessarily, though, have made other important assumptions: about, for example, how your supplier or potential supplier views you and your business. It may seem obvious to you that you are their most important and valued customer but you can¡¦t be sure of that until you have tested that hypothesis.

Similarly, you may feel entitled to assume that the other party has interpreted your Request for Quotation in the sense in which you wrote it. This may not be so and you must test out your assumption and allow the other side to test theirs. A simple example¡Kyou are inviting quotes to establish a second source of supply for increased security. The vendor is likely, if they have done their homework, to have a good idea of you total demand and may assume that the whole volume is available and be bidding on that basis. You really do need to know at an early stage if that is the case.

Of course, the whole conditioning process is instrumental in modifying and correcting assumptions and expectations.

Testing means questioning but asking questions and listening to the answers is of far  more importance than merely eliciting information and testing assumptions. Asking questions is how you take and retain control of the pace and direction of a negotiation.

Provided you have practiced assertive and responsive behaviours then your questioning will set the agenda and decide where the negotiation goes.