What do you do if you suspect the information in a negotiation is not credible?

Before going into a negotiation, you have to do your homework and know all the facts. Ideally you also already know on what facts you agree or disagree with the other side. If you know you will disagree about the validity of specific numbers or research, for instance, you can already prepare additional data before entering the negotiation. If you still feel that the information presented is inaccurate, ask open questions without accusing the other side. If, at the end of the conversation, you still feel that things aren't right, ask to postpone the conversation before reaching an agreement. This will give you time to verify the facts and adjust your strategy.

Ask for supporting documentation and seek input from the relevant stakeholders within your organization to which the information is applicable.

During negotiations, if you suspect that the information is not credible, try to use the "anchoring effect". This effect explains why people tend to make evaluations based on initial information, even if it is inaccurate. For example, if the other party states an inflated price, try to offer a significantly lower amount. This may force them to reconsider their position and provide more realistic information. Thus, you can "anchor" them to more substantiated data.

People are usually much more comfortable when they present accurate information. Therefore, asking open questions can be helpful in gauging the validity of the information presented. When the other side is unable to answer the question clearly and concisely or makes no point, you might want to verify the information presented.

Silence is not merely a tactic to unsettle the other side—though it effectively does that for reasons mentioned by the author of this article. Silence is your opportunity to analyse, observe, and critically assess what has been said and the information shared. Embrace silence in negotiations, be patient and consider the next steps. Yes silence conveys many things, confidence, control etc - but it is also space, for you to think and manage your thoughts and emotions. Accusing the other party even subtly, may be a complete misstep - so tread carefully. Silence isn’t just absence of noise; it’s a moment loaded with potential.

Practice shows that using silence during negotiations can be an effective tool, especially when you suspect that the other party is not being entirely honest. When you give the other side time to think without interrupting the silence, it can prompt them to further disclose information or correct previous statements. If a person has lied or concealed information, they may exhibit nervousness or discomfort(even prof), which can be detected through their nonverbal behavior, such as facial expressions, gestures, posture, and other bodily signals. This corresponds to the principles of nonverbal communication, which are important for understanding and interpreting human behavior. Nonverbal signals can provide you additional information.

En una negociación hay 2 tipos de personas: Las que no dicen la verdad y las que mienten. Cuando tienes esto claro, empiezas a ver las cosas de otra forma. No pasa nada si la otra parte te da información que no es real. El problema está en que no sepas descubrir si te están mintiendo. Por eso es fundamental conocer bien donde te estas metiendo o ir de la mano de gente que sabe.

asking for examples can be a valuable strategy in negotiation scenarios where credibility is in question. Requesting specific examples or instances related to the information being discussed can help clarify ambiguities and provide concrete evidence to support claims. It encourages the other party to provide detailed explanations and offers an opportunity to assess the validity of their assertions. Additionally, asking for examples can demonstrate your interest in understanding their perspective thoroughly, fostering a more collaborative atmosphere for effective negotiation.