# AI Negotiation Coach: Expansion Pack You've got the fundamentals covered with the 5 core scenarios. This pack goes further: 15 new scenarios covering advanced situations, specific real-world contexts, and interactive role-plays where you practice against a counterparty who fights back. It also includes 3 guided tools that walk you through specific negotiation techniques step by step. Everything works the same way: copy a scenario, fill in the brackets with your real details, paste it into a new chat in your Negotiation Coach project. --- ## CATEGORY 1: ADVANCED NEGOTIATIONS These scenarios deal with situations that are messier, more complex, or higher-stakes than the basics. Multiple parties, broken deals, power imbalances: the stuff that separates competent negotiators from great ones. --- ### SCENARIO 1: MULTI-PARTY NEGOTIATION When there are three or more people at the table, each with their own agenda, the dynamics get complicated fast. Alliances shift, side deals happen, and what one party agrees to can blow up another party's position. ### The Prompt ``` I'm heading into a negotiation with multiple parties involved and I need help managing the complexity. THE PARTIES AT THE TABLE: - Me: [Your role and what you're trying to achieve] - Party 2: [Who they are and what they want] - Party 3: [Who they are and what they want] - [Add more parties if needed] ALLIANCES AND DYNAMICS: [Who tends to side with whom? Are any parties already aligned against you? Any history between parties that matters?] WHAT EACH PARTY VALUES MOST: [Rank what matters to each party: money, timeline, control, reputation, relationships, specific terms] MY PRIORITY RANKING: [If you had to choose, which parties' agreement matters most? Who can you afford to lose?] THE DECISION STRUCTURE: [Does everyone need to agree? Can a majority carry it? Is there one person who can veto? Who signs off?] WHAT I'VE TRIED SO FAR: [Any conversations, proposals, or approaches you've already attempted] Help me build a strategy that accounts for all the moving pieces. I need to know who to talk to first, what to propose, and how to handle the dynamics between the parties. ``` ### What the Coach Will Do The coach will map out each party's interests and likely positions, identify which alliances work in your favor and which ones you need to disrupt, recommend a sequencing strategy (who to approach first, what to lock in before the group conversation), and help you find proposals that create enough value for each party to say yes without giving away too much. It'll flag where you're most vulnerable to a coalition forming against you. ### Follow-Up Prompts **Map the relationships:** ``` Create a stakeholder map showing each party's power, interest level, and likely alliances. Then tell me who I need to win over first and why. ``` **Prepare for the group meeting:** ``` I have a meeting with all parties on [date]. Help me plan exactly how to run the conversation: who I address first, what I propose, how I handle objections from each party, and how I close without letting one party derail the others. ``` **Handle a coalition forming against me:** ``` [Party 2] and [Party 3] seem to be aligning against my position on [specific issue]. How do I break up this coalition without making it obvious? What can I offer each of them separately that's more valuable than what they get by sticking together? ``` --- ### SCENARIO 2: NEGOTIATION RECOVERY Something went wrong: a deal fell apart, trust got damaged, or you made a move that backfired. Now you need to figure out whether this is salvageable and, if so, how to get it back on track. ### The Prompt ``` A negotiation I was involved in went sideways and I need help figuring out my next move. WHAT HAPPENED: [Describe the situation: what was the deal, who was involved, what were you trying to accomplish] WHAT WENT WRONG: [Be specific: did you push too hard? Did they change their position? Was there a misunderstanding? Did someone get offended? Did a deadline pass?] CURRENT STATE OF THE RELATIONSHIP: [Are they still talking to you? Are they angry, cold, ghosting, or open to continuing? What was the last communication?] WHAT I WANT TO SALVAGE: [The original deal? A modified version? Just the relationship for future opportunities? Be honest about what's realistic.] MY READ ON WHY THEY PULLED BACK: [Your best guess at what they're thinking and feeling right now] WHAT I'D DO DIFFERENTLY IF I COULD: [Looking back, what was the mistake?] Help me build a recovery strategy. I want to know if this is worth pursuing and, if so, exactly how to re-engage. ``` ### What the Coach Will Do The coach will help you do a clear-eyed assessment of what actually went wrong (not just what you think went wrong), evaluate whether recovery is realistic or whether you're chasing a dead deal, build an accusation audit for the re-engagement conversation, and craft the specific outreach message or approach. It'll also help you figure out whether to go direct or through a back channel, and what concessions (if any) to put on the table. ### Follow-Up Prompts **Draft the re-engagement message:** ``` Draft the exact message I should send to re-open this conversation. I want it to acknowledge what happened without groveling, show I understand their perspective, and create an opening for a fresh start. Keep it short: under 150 words. ``` **Prepare for their pushback:** ``` If they agree to re-engage, what's the most likely pushback they'll throw at me? Role-play the first 3 minutes of that conversation so I'm not caught off guard. ``` **Decide whether to walk away:** ``` Give me an honest assessment: is this deal worth recovering, or am I throwing good effort after bad? What's the opportunity cost of continuing to pursue this? Help me make a clear-headed decision. ``` --- ### SCENARIO 3: HIGH-STAKES CONTRACT RENEWAL The contract is up for renewal, but the ground has shifted since the original deal. Maybe your budget got cut. Maybe they have new competition. Maybe you've outgrown the service. Whatever changed, you need to renegotiate from a position that's different from where you started. ### The Prompt ``` I have a contract coming up for renewal and the circumstances have changed since the original agreement. THE CURRENT CONTRACT: [What the current terms are: price, duration, scope, any key provisions] WHAT'S CHANGED: [Budget cuts? New competitors in the market? Their service quality slipped? Your needs grew or shrank? Their costs went up? Be specific about what's different.] THEIR LIKELY POSITION: [What do you think they'll push for? A price increase? Same terms? Will they try to lock you into a longer commitment?] MY IDEAL OUTCOME: [What do you want the renewed contract to look like: price, terms, scope, length?] MY WALKAWAY: [At what point would you leave and switch to an alternative? What does that alternative look like?] THE RELATIONSHIP STAKES: [How important is this vendor/ partner/client long-term? Is this a relationship you want to preserve even if this specific deal isn't perfect?] LEVERAGE I HAVE: [Competing offers, internal alternatives, their dependency on your business, anything that strengthens your position] Help me prepare for this renewal negotiation. I want a strategy that gets me better terms without blowing up a relationship I need. ``` ### What the Coach Will Do The coach will analyze how the changed circumstances shift leverage for both sides, identify the real ZOPA given the new situation, help you build a proposal that acknowledges the changes while protecting your interests, prepare you for their likely anchoring tactics (especially if they push for a price increase), and give you specific language for the critical moments: the opener, the counter to their first proposal, and the close. ### Follow-Up Prompts **Handle their price increase demand:** ``` They came back asking for a [X]% increase and cited [their reasoning]. Help me respond in a way that pushes back without damaging the relationship. I want to counter with [my preferred terms] but need the right framing. ``` **Evaluate whether to switch providers:** ``` Based on what I've told you, should I actually be renewing this contract at all? Walk me through the switching cost analysis: what would it really cost me to move to an alternative vs. staying with imperfect terms? ``` **Negotiate a shorter commitment:** ``` They want me to sign a [X]-year renewal. I'd prefer [shorter term] to keep my options open. How do I negotiate the contract length without tipping my hand that I might be looking elsewhere? ``` --- ### SCENARIO 4: HOSTILE COUNTERPARTY You're dealing with someone who's aggressive, manipulative, or flat-out negotiating in bad faith. They use pressure tactics, make threats, or try to bully you into a worse deal. You need a strategy that protects your position without escalating into a war. ### The Prompt ``` I'm negotiating with someone who's playing hardball and I need a strategy for dealing with their tactics. THE SITUATION: [What's being negotiated and what's at stake] THEIR TACTICS: [What are they doing? Anchoring aggressively low/high? Making threats? Using "take it or leave it"? Going behind your back? Playing good cop / bad cop? Lying about alternatives? Being personally disrespectful? Describe their specific behavior.] MY READ ON THEIR MOTIVATION: [Why are they being hostile? Is this their natural style? Are they under pressure from someone above them? Are they testing you? Do they actually have the leverage they're claiming?] WHAT I NEED FROM THIS DEAL: [What's the outcome you're trying to reach? What parts are non-negotiable for you?] MY BATNA: [What's your best alternative if this deal doesn't work out? How strong is it?] CAN I WALK AWAY? [Be honest: do you need this deal, or do you have real alternatives? Is there a relationship reason you can't just leave?] Help me build a strategy that neutralizes their tactics without lowering myself to their level. I want to stay calm, hold my position, and still get a deal done if one is possible. ``` ### What the Coach Will Do The coach will identify which specific tactics they're using and how each one works psychologically, give you a counter-strategy for each tactic, help you calibrate whether they're actually strong or just performing strength, build an accusation audit that disarms their aggression, and prepare you with specific phrases for the hardest moments (when they threaten, when they insult, when they issue ultimatums). It'll also help you decide when to absorb their behavior and when to call it out directly. ### Follow-Up Prompts **Role-play the confrontation:** ``` Let's role-play this. You be [counterparty name/role]. Use the tactics I described: anchor aggressively, push back hard, make threats if I resist. I want to practice staying calm and holding my position. After the role-play, debrief me on what worked and what didn't. ``` **Draft the "I know what you're doing" message:** ``` I want to send a message that subtly lets them know I see through their tactics without being confrontational. Something that resets the dynamic toward a more productive negotiation. Draft that message. ``` **Decide whether to escalate:** ``` Their behavior is crossing a line. Help me decide whether to escalate this: either to someone above them, to a mediator, or by changing the format of the negotiation entirely. What are the risks and benefits of each option? ``` --- ### SCENARIO 5: NEGOTIATING FROM WEAKNESS You have less leverage and you know it. Maybe they have all the alternatives and you have none. Maybe you need this deal more than they do. The question isn't whether you're weak; it's whether you can negotiate a decent outcome anyway. ### The Prompt ``` I'm going into a negotiation where I know I have less leverage than the other side. I need help making the most of a tough position. THE POWER IMBALANCE: [Why are you in the weaker position? They have more options? You need this more than they do? They control something you can't get elsewhere? They have more information?] WHAT LIMITED LEVERAGE I DO HAVE: [Even in a weak position, there's usually something: your expertise, the cost for them to switch, a unique capability, a relationship, timing, information they don't have] WHAT I ABSOLUTELY NEED: [The minimum outcome that makes this worth doing. Your floor, not your ideal.] CREATIVE OPTIONS I'VE CONSIDERED: [Have you thought about non-traditional deal structures, phased approaches, performance-based terms, or anything else that might level the playing field?] WHAT THEY DON'T KNOW: [Is there anything about your position, alternatives, or value that they might be underestimating?] WHY THEY MIGHT STILL WANT TO DEAL WITH ME: [Even if they have leverage, what do they get from working with you specifically?] Help me build a strategy that maximizes my outcome despite the power imbalance. I need to know what to emphasize, what to avoid, and how to create value they weren't expecting. ``` ### What the Coach Will Do The coach will reframe your position by finding leverage you might be undervaluing, identify creative deal structures that give the other side what they want while protecting what matters to you, prepare you to handle the psychological pressure of negotiating from weakness (the urge to concede too early, the impulse to accept a bad deal out of relief), and build a strategy that focuses on making yourself valuable rather than competing on power. It'll also help you identify your true walkaway, because even in a weak position, a bad deal is worse than no deal. ### Follow-Up Prompts **Find hidden leverage:** ``` I listed my leverage above, but I feel like I'm missing something. Ask me 10 questions about my situation, the other party, and the deal structure; the answers might reveal leverage I haven't considered. ``` **Prepare for their power play:** ``` They know they have the upper hand. What's the most likely way they'll try to use that leverage against me? Give me a playbook for each scenario: how I respond, what I say, and how I keep the negotiation productive without caving. ``` **Design a creative deal structure:** ``` Help me design a deal structure that changes the dynamic: something like performance-based pricing, a phased commitment, equity/revenue sharing, or another creative approach that gives them confidence while giving me protection. Think outside the standard deal format. ``` --- ## CATEGORY 2: SPECIFIC CONTEXTS These scenarios match common real-world situations. Each one has intake questions tailored to the specific domain, because what matters in a freelance rate negotiation is completely different from what matters in a medical bill dispute. --- ### SCENARIO 6: FREELANCER RATE NEGOTIATION The client wants to pay less, add more scope, or both. You need to protect your rate without losing the work, or decide that losing this particular client is the right move. ### The Prompt ``` I'm a freelancer dealing with a pricing or scope issue with a client and I need help navigating it. MY WORK: [What you do: design, writing, development, consulting, photography, etc.] THE SITUATION: [What happened? Client pushing back on your rate? Scope creep on an existing project? They want more work at the same price? New project and they want a discount?] CURRENT RATE: [What you're charging now or what you quoted] WHAT THEY'RE PROPOSING: [Their counter: lower rate, same rate but more work, delayed payment, etc.] MARKET RATE: [What others charge for similar work in your market, if you know. If you don't, say so] CLIENT HISTORY: [How long have you worked with them? Do they pay on time? Are they easy or difficult to work with? Have they referred other business to you?] MY PIPELINE: [How much do you need this client right now? Are you fully booked, half-booked, or counting on this income?] WHAT I WANT: [Your ideal outcome: the rate, terms, or arrangement you'd like to walk away with] Help me navigate this without either losing a good client or undervaluing my work. If the answer is to walk away, tell me that too. ``` ### What the Coach Will Do The coach will help you separate the emotional reaction ("they don't value my work") from the strategic reality (maybe they do value it but have a genuine budget constraint), calculate the real cost of the concession they're asking for, identify ways to restructure the deal that protect your effective rate (reduced scope, different deliverables, retainer structure), and draft the response. It'll also tell you straight whether this client is worth keeping. ### Follow-Up Prompts **Handle scope creep:** ``` The scope has expanded beyond what we originally agreed, and they expect the same price. Help me draft a message that resets the scope conversation without sounding like I'm nickel-and-diming them. I want to reframe the extra work as a new phase or add-on, not a complaint. ``` **Raise my rates with existing clients:** ``` I need to raise my rates across the board. Help me draft a rate increase announcement for my clients that explains the change, gives them fair notice, and makes it easy for them to say yes. I want to increase from [current rate] to [new rate]. ``` **Respond to "your rate is too high":** ``` The client said my rate is too high compared to other [freelancers/agencies] they've talked to. Help me respond in a way that justifies my rate without being defensive or dismissive of their concern. If my rate really is above market, help me figure out whether to adjust or hold firm. ``` --- ### SCENARIO 7: STARTUP EQUITY AND COMPENSATION Equity splits, co-founder terms, early employee offers, or advisor agreements. These conversations are tricky because the money is theoretical, the relationships are personal, and the wrong deal now can haunt you for years. ### The Prompt ``` I need help negotiating equity or compensation in a startup context. THE SITUATION: [What's being negotiated? Co-founder equity split? Employee equity package? Advisor agreement? Investor terms?] STAGE OF THE COMPANY: [Pre-revenue idea? Has customers? Has funding? Revenue amount if known? Number of people involved?] THE ROLES AND CONTRIBUTIONS: [Who's contributing what? Full-time vs. part-time? Cash vs. sweat equity? Technical vs. business skills? Who had the original idea?] EXISTING AGREEMENTS: [Is anything already on paper? Verbal agreements? Prior handshake deals? Vesting schedules?] WHAT'S ON THE TABLE: [The current proposal: specific percentages, vesting terms, salary, cliff periods, anything else relevant] WHAT I THINK IS FAIR: [Your view of what the right deal looks like and why] THE RELATIONSHIP: [How important is this relationship beyond this deal? Are you friends? Family? Professional contacts who might work together on other things?] WHAT I'M WORRIED ABOUT: [What could go wrong? What happens if one person stops contributing? What happens if the company takes off? What happens if it doesn't?] Help me think through this clearly. I want to make sure I'm not leaving value on the table or setting up a deal that creates problems later. ``` ### What the Coach Will Do The coach will walk you through valuation frameworks for early-stage equity, stress-test the proposed split against contribution levels and market norms, identify the provisions you need to protect yourself (vesting, cliff, acceleration clauses, buy-sell agreements), and help you navigate the emotional complexity of negotiating with people you care about. It'll also flag red flags in the proposal and help you draft the conversation. ### Follow-Up Prompts **Design a vesting schedule:** ``` Help me design a vesting schedule that protects all parties. I want to make sure no one walks away with a disproportionate share if they leave early, but also that people who stay are rewarded fairly. Walk me through the options. ``` **Have the hard conversation about unequal contribution:** ``` One person is contributing significantly more than another, but the current split doesn't reflect that. Help me have this conversation without destroying the relationship. I need specific language that's honest but not accusatory. ``` **Draft the agreement terms:** ``` Based on our discussion, help me outline the key terms that should go into a written agreement. I know I'll need a lawyer to finalize it, but I want to walk in with clear terms to save time and legal fees. ``` --- ### SCENARIO 8: MEDICAL BILL NEGOTIATION Hospital bills are often negotiable. The sticker price is rarely the final price, and most people don't know that billing departments expect pushback. This scenario helps you navigate the system. ### The Prompt ``` I received a medical bill I need help negotiating down. THE BILL: [Total amount, what it's for, date of service, name of the hospital/provider if you're comfortable sharing] MY INSURANCE SITUATION: [Do you have insurance? Did it cover any portion? Are you fighting a denied claim? Are you uninsured?] WHAT I CAN AFFORD: [Be honest: what could you realistically pay? Lump sum or monthly? What would cause financial hardship?] BILLING ERRORS I'VE SPOTTED: [Have you reviewed the itemized bill? Duplicate charges? Services you didn't receive? Charges that seem unreasonably high? If you haven't reviewed it yet, say so] WHAT I'VE DONE SO FAR: [Have you called? Appealed? Sent a letter? Applied for financial assistance? Or is this your first step?] ANY DEADLINES: [Is the bill going to collections? Is there a payment deadline? A financial assistance application window?] Help me build a plan to reduce this bill. Tell me who to call, what to say, and what to ask for. I'm not looking for legal or medical billing advice. I want negotiation strategy for reducing this bill. ``` ### What the Coach Will Do The coach will walk you through the medical billing negotiation process step by step: requesting an itemized bill if you don't have one, spotting common billing errors, helping you understand common patient protections that may apply to your situation, building your case for a reduction, and preparing you for the phone call with the billing department. It'll give you specific scripts for each stage, including how to ask for financial hardship programs, charity care, and cash-pay discounts. It will not provide legal advice or guarantee specific outcomes; it will help you negotiate strategically. ### Follow-Up Prompts **Script the phone call:** ``` I need to call the billing department. Give me a step-by-step script: what to say when they answer, how to ask for a reduction, how to handle pushback, and how to close with a specific payment arrangement. Include exact phrases I can use. ``` **Draft a dispute letter:** ``` I need to send a formal dispute letter about [specific charge or denied claim]. Help me write it: clear, professional, and citing any applicable regulations or patient rights. This needs to be persuasive enough that it gets escalated to someone with authority to adjust the bill. ``` **Evaluate payment plan vs. settlement:** ``` They offered me two options: a payment plan at the full amount, or a lump-sum settlement for a reduced amount. Help me evaluate which is better for my situation and how to negotiate the settlement amount lower. ``` --- ### SCENARIO 9: DIVORCE / SEPARATION ASSET DIVISION Splitting assets with a partner when emotions are running high. This isn't about winning; it's about reaching an outcome both sides can live with so everyone can move forward. ### The Prompt ``` I'm going through a divorce or separation and need help thinking through the asset division negotiation. MAJOR ASSETS: [House, cars, savings, retirement accounts, investments, business interests; list everything significant] DEBTS: [Mortgage, loans, credit cards, anything you owe jointly or individually] CHILDREN: [Any children? Ages? Current custody arrangement or what you're hoping for?] THE DYNAMIC: [Is this amicable, hostile, or somewhere in between? Are you communicating directly or through lawyers? Is there a power imbalance?] WHAT MATTERS MOST TO ME: [Be honest: is it the house? The retirement accounts? Keeping things fair? Minimizing conflict for the kids? Getting it done fast?] WHAT I THINK MATTERS MOST TO THEM: [What are they likely to fight hardest for? What would they be willing to give up?] WHAT LEGAL HELP I HAVE: [Do you have a lawyer? Mediator? Are you doing this without legal representation?] I'm not looking for legal advice; I know I need a lawyer for that. I want help thinking through the negotiation strategy: what to prioritize, where to be flexible, and how to have these conversations in a way that actually leads to resolution. ``` ### What the Coach Will Do The coach will help you separate the emotional decisions from the financial ones, identify which assets matter most long-term vs. which ones feel important now, prepare for the most common sticking points in asset division, and help you have the conversations productively, even when they're difficult. It will NOT provide legal advice, but it will help you think strategically about what to fight for, what to trade, and how to keep the process moving. ### Follow-Up Prompts **Prepare for the mediation session:** ``` I have a mediation session scheduled. Help me prepare: what should my opening position be, where am I willing to compromise, and what's the one thing I won't budge on? Give me specific language for the mediator. ``` **Handle an unreasonable demand:** ``` They're insisting on [specific demand] that I think is unfair. Help me respond in a way that pushes back without escalating the conflict. I want to propose an alternative that's more balanced. ``` **Think through the long-term math:** ``` Help me compare two scenarios: keeping [Asset A] vs. taking [Asset B]. Walk me through the financial implications over 5 and 10 years, including tax considerations, maintenance costs, and appreciation/ depreciation. I want to make a decision based on numbers, not emotion. ``` --- ### SCENARIO 10: LANDLORD-TENANT NEGOTIATION Your rent is going up, your lease is expiring, you want to break your lease early, or there's a dispute about your security deposit. These negotiations have specific leverage points most tenants don't think about. ### The Prompt ``` I need help negotiating with my landlord about a lease or rental issue. THE SITUATION: [What's happening? Rent increase? Lease renewal? Trying to break lease early? Security deposit dispute? Maintenance issues? Something else?] CURRENT TERMS: [Monthly rent, lease end date, security deposit amount, any special provisions in your current lease] WHAT THEY'RE PROPOSING: [New rent amount, new terms, their position on the dispute: whatever they've put on the table] MY ALTERNATIVES: [Could you realistically move? What would comparable apartments cost? How much would moving cost you in time and money?] MARKET RATES: [What are similar units in your area renting for? If you don't know, say so] MY RELATIONSHIP WITH THE LANDLORD: [Good, bad, neutral? Do they manage directly or through a property management company? Have they been responsive in the past?] LOCAL TENANT PROTECTIONS: [Do you know if your city/state has rent control, required notice periods, or other tenant protections? If not, what city/state are you in?] Help me negotiate the best outcome here. I want to know my rights, my leverage, and exactly what to say to get the best deal I can. ``` ### What the Coach Will Do The coach will help you understand your leverage in the specific situation (landlords often have more flexibility than they let on), calculate the cost to the landlord of losing a good tenant, identify applicable tenant protections based on your location, prepare your counteroffer or dispute response, and draft the communication. It'll also help you figure out whether it's worth negotiating or whether you're better off moving. ### Follow-Up Prompts **Counter the rent increase:** ``` My landlord wants to raise my rent by [amount/percentage]. I want to push back. Help me draft a response that acknowledges their costs while making a case for a smaller increase or no increase. I want to keep this professional; I plan to stay here. ``` **Break my lease without losing my deposit:** ``` I need to move before my lease ends. Help me negotiate an early termination that minimizes what I owe. I want to know what to propose, when to have the conversation, and whether I can keep my security deposit. ``` **Fight for my security deposit:** ``` My landlord is trying to keep [amount] of my security deposit for [their reasons]. I disagree. Help me draft a response that disputes their deductions, cites my rights, and proposes a fair resolution, without immediately threatening legal action. ``` --- ## CATEGORY 3: ROLE-PLAY SCENARIOS These are different from the scenarios above. Instead of the coach analyzing your situation and giving you strategy, here the coach plays your counterparty and you practice negotiating in real time. The coach will push back with realistic tactics: not cartoonishly hard, but not soft either. The goal is for you to practice handling pressure, staying composed, and using your frameworks when it matters. **How role-plays work:** 1. Copy the scenario and fill in your details 2. The coach sets the scene and starts in character 3. Negotiate back and forth as you would in real life 4. When you're ready, type "debrief" to end the role-play 5. The coach drops character and gives you honest feedback: what worked, what didn't, and what to try differently next time --- ### SCENARIO 11: THE HARDBALL BUYER You're selling something (a service, a product, a proposal) and the buyer anchors aggressively low, creates artificial urgency, and uses "take it or leave it" as their go-to move. ### The Setup ``` I want to practice negotiating with a hardball buyer. Here's the setup: I'M SELLING: [Your product or service: what it is, what it costs, why it's valuable] THE BUYER: [Who they represent: a company, an individual, a procurement department. Any context on their style or personality?] WHAT I'VE QUOTED: [The price or proposal you've already put on the table] MY FLOOR: [The lowest you'd actually accept] Play the buyer. Anchor at least 30-40% below my asking price. Use urgency tactics ("we need an answer by Friday"), claim you have cheaper alternatives, and push hard on every concession. Be realistic: don't be a cartoon villain, but don't be easy. Start the role-play. I'll type "debrief" when I want feedback. ``` ### What the Coach Will Do The coach will stay in character as a tough buyer throughout the role-play, using realistic pressure tactics: aggressive anchoring, manufactured deadlines, claims of competing offers, silence after your counter, and requests for extras after you've already conceded. In the debrief, it will identify specific moments where you held firm effectively, moments where you gave ground you didn't need to, and 2-3 concrete techniques from the frameworks (Ackerman, labeling, calibrated questions) that would have worked at key turning points. ### Follow-Up Prompts **Run it again with adjustments:** ``` Let's do another round. Same scenario, but this time I want to try [specific technique: labeling, Ackerman, accusation audit]. Reset and start the role-play again. ``` **Debrief deeper on one moment:** ``` In the role-play, when you said [specific thing the buyer said], I wasn't sure how to respond. Break down that moment: what was the tactic, what are the best counter-moves, and give me 2-3 different things I could have said. ``` --- ### SCENARIO 12: THE EMOTIONAL MANIPULATOR This counterparty uses guilt, personal appeals, and relationship leverage instead of logic. They might bring up favors they've done for you, invoke loyalty, or make you feel like a bad person for negotiating. ### The Setup ``` I want to practice negotiating with someone who uses emotional manipulation. THE SITUATION: [What's being negotiated] OUR RELATIONSHIP: [How you know this person: friend, family, long-time client, colleague, business partner] WHAT THEY WANT: [Their position: what they're asking for] WHAT I WANT: [Your position: what you think is fair] THE EMOTIONAL LEVERAGE: [What will they bring up? Past favors? Your friendship? How much they've sacrificed? Their difficult circumstances?] Play this person. Use guilt, personal appeals, bring up our history, get disappointed if I push back, and make me feel like I'm being unreasonable for not giving in. Be subtle about it; real emotional manipulation usually is. Start the role-play. I'll type "debrief" when I want feedback. ``` ### What the Coach Will Do The coach will play a counterparty who uses emotional tactics skillfully: not overtly manipulative, but persuasive in a way that makes it genuinely hard to say no. Guilt trips, appeals to loyalty, expressions of hurt, and reframing your reasonable position as selfish. In the debrief, the coach will help you see the difference between legitimate emotional appeals (which deserve acknowledgment) and manipulative ones (which deserve empathy but not concessions), and teach you how to hold your position while preserving the relationship. ### Follow-Up Prompts **Practice the "acknowledge without conceding" move:** ``` Let's do it again. This time, I specifically want to practice acknowledging their feelings without changing my position. Give me feedback specifically on whether my empathy felt genuine or performative. ``` --- ### SCENARIO 13: THE SILENT TREATMENT You've made your offer or proposal and... nothing. No counter. No response. Just silence. Is it tactical? Are they busy? Have they moved on? This role-play teaches you how to handle the void without panicking or over-pursuing. ### The Setup ``` I want to practice dealing with a counterparty who goes silent after my proposal. THE CONTEXT: [What you proposed, when you sent it, how important this deal is to you] WHO THEY ARE: [The person/company you're dealing with] OUR LAST EXCHANGE: [What was the last thing that was said before the silence? Was the conversation positive, neutral, or tense?] Play this person. After I send my initial follow-up, go silent. Don't respond right away. If I follow up again, maybe give me a short, noncommittal reply. Make me work for a real response. The point is for me to practice patience, strategic follow-up timing, and crafting messages that re-engage without sounding desperate. Start the role-play. I'll type "debrief" when I want feedback. ``` ### What the Coach Will Do The coach will simulate realistic silence: delayed responses, vague replies, and the anxiety-producing void that makes most people over-pursue. In the debrief, it'll evaluate your timing (did you follow up too fast?), your tone (did you sound needy?), and your strategy (did you use no-oriented questions, add value, or just check in?). It'll also help you build a real follow-up sequence for the actual situation. ### Follow-Up Prompts **Build my follow-up sequence:** ``` Based on the role-play, help me build a real follow-up sequence for this situation: what to send at Day 3, Day 7, Day 14, and Day 21+. Each message should have a different angle, not just "checking in." Include a decision point at each stage for whether to send the next one or walk away. ``` --- ### SCENARIO 14: THE NIBBLER You've agreed on the main terms, and you think you're done. Then they start asking for extras: a small discount here, an additional deliverable there, a favor that "should be easy." Each ask is small enough to feel petty to refuse, but they add up fast. ### The Setup ``` I want to practice dealing with a nibbler: someone who keeps asking for extras after the deal is agreed. THE DEAL WE AGREED ON: [The terms you already shook hands on] WHAT I'M DELIVERING: [The product, service, or commitment] THE RELATIONSHIP DYNAMIC: [Are they a boss, client, partner, buyer? How much do you want to keep them happy?] Play this person. After we "agree" on terms, start asking for small add-ons: "Oh, one more thing, could you also...?" Make each request feel minor and reasonable on its own. See how many extras you can get me to agree to before I push back. Start the role-play. I'll type "debrief" when I want feedback. ``` ### What the Coach Will Do The coach will nibble realistically: starting small, escalating gradually, and framing each ask as trivial ("this should only take a minute"). In the debrief, it'll show you how much value you gave away in total, help you see the pattern in real time, and teach you specific phrases for drawing the line without damaging the relationship ("I'd love to help with that; let me put together a scope and cost for the additional work"). ### Follow-Up Prompts **Practice saying no to small asks:** ``` Let's run it again, but this time I'm going to practice drawing the line on the first extra ask. Coach me on doing it warmly but firmly; I want to set the boundary without making it awkward. ``` --- ### SCENARIO 15: THE GOOD COP / BAD COP You're negotiating with a team. One person is friendly, collaborative, and seems to be on your side. The other is harsh, demanding, and inflexible. The friendly one "tries to help" but keeps extracting concessions. It's a coordinated act, and most people fall for it. ### The Setup ``` I want to practice negotiating against a good cop / bad cop team. THE NEGOTIATION: [What's being negotiated and what's at stake] THE TEAM: [Who are these people? Their roles/titles? Are they from the same company or different interests?] MY POSITION: [What I want out of this deal] Play both people. The "good cop" should be warm, understanding, and seem sympathetic to my position while subtly steering me toward concessions. The "bad cop" should be demanding, skeptical, and create pressure. Switch between them during the conversation; make it clear which one is talking. Label each speaker with their role and name at the start of each line, like '[GOOD COP, Sarah]:' and '[BAD COP, Dave]:' so I always know who I'm responding to. Start the role-play. I'll type "debrief" when I want feedback. ``` ### What the Coach Will Do The coach will play both roles convincingly: the good cop will feel genuinely supportive while extracting concessions ("I know Dave is being tough, but if you could just move on the timeline, I can probably get him to agree on price..."). The bad cop will create real pressure. In the debrief, the coach will break down how the tactic works psychologically, show you the specific moments where the good cop was extracting concessions disguised as help, and teach you how to address both parties as a single unit rather than falling into the trap of confiding in the friendly one. ### Follow-Up Prompts **Practice treating them as one unit:** ``` Let's run it again. This time I want to practice addressing both of them together instead of splitting my attention. Coach me on how to acknowledge the "good cop" without being drawn into a side conversation. ``` --- ## GUIDED INTERACTIVE TOOLS These aren't scenarios; they're structured walkthroughs that take you step by step through specific negotiation techniques. Use them when you have a real situation and want to apply a specific method. --- ### TOOL 1: ACKERMAN GUIDED WALKTHROUGH The Ackerman method is a structured approach to price negotiation. Instead of going back and forth randomly, you follow a calculated sequence that anchors low, makes deliberate concessions, and signals your limit. This tool walks you through it with your actual numbers. ### The Prompt ``` I want to use the Ackerman bargaining method for a price negotiation. Walk me through it step by step with my real numbers. WHAT I'M NEGOTIATING: [Buying something? Selling something? Negotiating a rate? Describe the deal.] MY TARGET PRICE: [The number I actually want to land on, not my opening offer, not my walkaway, but my realistic goal] THEIR ASKING PRICE (if known): [What they've quoted or what you expect them to ask for] AM I THE BUYER OR SELLER? [This changes how the method works: buyer anchors low, seller anchors high] Walk me through the full Ackerman sequence: 1. Calculate my opening offer (65% of my target) 2. Show me the three raises (to 85%, 95%, 100%) 3. At each stage, help me craft what I'll actually say, including empathy phrases and calibrated questions 4. Help me pick a precise non-round final number 5. Help me choose a non-monetary sweetener for the final offer Don't just give me the numbers; walk me through the conversation at each stage so I know exactly how to present each move. ``` ### What the Coach Will Do The coach will take your target price and calculate the full Ackerman sequence, then walk you through each round of the negotiation: not just the numbers, but the exact words to use. At each stage, it'll help you use tactical empathy ("I hear you, and I know this isn't where you want to be"), calibrated questions ("How am I supposed to make this work at that price?"), and strategic silence. It'll prepare you for their reactions at each stage and tell you when to hold firm vs. when to make your next move. --- ### TOOL 2: FOLLOW-UP AFTER SILENCE SEQUENCE They went dark after your proposal. No response. This tool helps you figure out why, then builds a timed follow-up sequence that re-engages them without sounding desperate. ### The Prompt ``` I sent a proposal/offer and the other side has gone quiet. Help me build a follow-up strategy. WHAT I SENT: [The proposal, offer, or message they haven't responded to] WHEN I SENT IT: [Date or "X days ago"] OUR RELATIONSHIP BEFORE THIS: [Were things going well? Was there tension? Was this expected or out of the blue?] WHAT I THINK IS HAPPENING: [Your gut read: are they busy? Considering alternatives? Did you push too hard? Are they using silence as a tactic?] HOW MUCH THIS DEAL MATTERS TO ME: [Scale of 1-10; be honest] Walk me through the follow-up sequence: 1. Help me figure out what the silence means 2. Draft a Day 3 check-in (using a no-oriented question) 3. Draft a Day 7 message that adds value instead of just "checking in" 4. Draft a Day 14 "have you given up on this?" message 5. Draft a Day 21+ graceful close or walk-away: a brief, dignified final message that leaves the door open without chasing 6. Help me decide at each stage whether to send the next message or let it go ``` ### What the Coach Will Do The coach will help you diagnose the silence (tactical vs. logistical vs. they've moved on), then build four escalating follow-up messages, each with a different approach. The Day 3 message uses a no-oriented question to give them an easy way to re-engage. The Day 7 message adds new value or information. The Day 14 message uses the "have you given up on this?" technique that provokes a response more often than any other approach. The Day 21+ message is a graceful close: a short, dignified note that acknowledges the silence, leaves the door open, and lets you walk away with your reputation intact. At each stage, it'll help you decide whether to send the next message or stop, because knowing when to let go is as important as knowing what to say. --- ### TOOL 3: ACCUSATION AUDIT BUILDER An accusation audit is when you list all the negative things the other person might be thinking about you, the deal, or the situation, and say them out loud before they do. It sounds counterintuitive, but it disarms defensiveness and builds trust. This tool walks you through building one for your specific situation. ### The Prompt ``` I need to build an accusation audit for a conversation or communication I'm about to have. THE SITUATION: [What's happening: meeting, email, phone call, difficult conversation] WHO I'M TALKING TO: [Their role, relationship to you, and any relevant context] WHAT THEY MIGHT BE THINKING ABOUT ME: [List everything negative they could be thinking, even if it's unfair or inaccurate. Examples: "they think I'm trying to take advantage," "they think I dropped the ball on the last project," "they think my prices are too high," "they think I don't understand their business"] WHAT I'M ASKING FOR OR PROPOSING: [What you want from this conversation] Walk me through building the audit: 1. Help me brainstorm anything I'm missing from my list 2. Reframe each one as an accusation audit statement ("You're probably thinking..." or "It might seem like...") 3. Put them in the right order: least to most severe 4. Coach me on tone and delivery 5. Prepare me for how they're likely to respond after the audit ``` ### What the Coach Will Do The coach will help you expand your list (you're probably underestimating the negatives; most people do), then convert each one into an effective accusation audit statement. It'll sequence them from least threatening to most, coach you on delivery (calm, matter-of-fact, not apologetic), and prepare you for the response. Most people, after hearing an honest accusation audit, respond with "No, it's not that bad" or "Actually, I appreciate you saying that"; the coach will prepare you for both outcomes and help you transition smoothly from the audit into your ask. --- ## NON-AFFILIATION DISCLAIMER This product is an independent educational resource. It is not affiliated with, endorsed by, or connected to Chris Voss, Jim Camp, the Black Swan Group, the Camp Negotiation Institute, Roger Fisher, William Ury, the Harvard Negotiation Project, Robert Cialdini, or any other named individual or organization. The negotiation concepts referenced are presented in the creator's own words and interpretations. --- *Expansion Pack for the AI Negotiation Coach: 15 scenarios, 3 guided tools. For setup instructions, see the Setup Guide.*