Negotiations always effective legal process.

Many analysts are convinced that this year or at least in its first half, the world will once severe economic and financial crisis. A typical feature of the economic downturn is the increased number of broken business contracts and decaying joint ventures. When parting business partners the main question – how to distribute the losses and share losses suffered by the company due to poor choices of partners to deal with the debts that were shareholders.

It is unlikely that someone will object that the negotiations on the division of loss is always difficult negotiations on the division of revenue. The person can have extremely negative attitude to losses. Various studies show that, to avoid the loss, people are willing to pay much more for insurance than profit. Separation loss is usually accompanied by a tense atmosphere, aggression, eventually leads to lawsuits, insults and even threats. According to some lawyers, is that the customer is willing to pay a million dollars to win the process by which it is possible to obtain half a million. There is no rational kernel – it’s only human emotions.

When you are going to divide the business, you need to decide what is more important to you: leave a partner on the rocks, at the risk of losing everything, or to minimize casualties. If you choose the second option – use the tips below, they can help you.

First of all, go to court and file a lawsuit. And at the same time, contact your attorney or counselor and begin to think about negotiating. The rules are simple.

1. Set “rules of the game.” Since you do not trust the other party, you should start with a discussion of procedural issues. Thus, you have to decide how many meetings will be held and where the information that you are ready to voice at these meetings. If the opponent to accept your terms, it means that he is willing to talk, and you can deduct these organizational issues first in a series of agreements, which you then have to conclude.
2. Try to postpone the final decision. Those losses may change over time – either increase or decrease. So it is imperative to make a list of what is possible will lead to further losses, and then separate the list into two parts – what needs to be done urgently, and what can be postponed. In practice, some Held in 2008, the loss in 2011 turned a small profit.
3. not pay attention to the numbers. When that figures for the loss, they can cause a surge of negative emotions. Start with what proportions you will share losses. Will it be 50/50, or ownership interests were unequal? Who invest more initially, and what has changed in the structure of deposits over time? Such conversations are useful because they help to move to the bare mathematics without dwelling on the emotions.
4. not traded. Do not try to bargain when the relationship is almost broken. Would be preferable if you only marked flexible negotiation framework and assign the rest of the proxies. With this you will be able to control the process, and at the same time avoid emotional decisions.
5. not put the final point. Any agreement must be time limits: you can, for example, make an appointment in a year. Maybe for a year the situation will undergo changes, and lowered the amount of loss. A new meeting can also help to restore, if desired, the relationship with the former business partner.

Most importantly, remember that negotiations are always efficient judicial process or any alternative. With this you will be able to control the process more, which, in any case, good.