Pratique du Shadowing: Every Negotiation Tactic & How To Use Them Yourself, Explained - Apprendre l'anglais à l'oral avec la vidéo
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Anchoring.
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Anchoring is the first number that gets thrown into a negotiation.
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It could be a salary offer, a house price, or how much you're willing to pay for a used car.
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Whatever that first number is, it doesn't just start the conversation.
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It shapes everything that follows.
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Your brain latches onto it, even when you know you shouldn't.
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That initial figure becomes the reference point, and every other number gets measured against it.
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If someone offers you $60 ,000 for a job, suddenly $55 ,000 feels low and $65 ,000 feels high,
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even if the role is actually worth $80 ,000.
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The anchor pulled your expectations toward it.
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Here's how it works.
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When you hear a number first, your brain uses it as a mental starting line.
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Even if you try to ignore it, even if you think it's unfair, that number has already set the frame.
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Psychologists have tested this over and over.
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Show people a random number before asking them to guess something completely unrelated, and their guesses will drift toward that number.
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The effect is invisible, but powerful.
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So, if you want to use anchoring yourself, go first.
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Throw out a number that's bold, but not absurd.
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If you're selling something, start higher than you expect to get.
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If you're buying, start lower.
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The key is believability.
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Go too extreme, and you lose credibility.
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But go first with confidence, and you've just set the boundary for everything that comes next.
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Even when the other side counters, they're countering within the world your anchor created.
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And here's the hardest truth about anchoring.
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Even when both people know the trick, it still works.
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Awareness doesn't make you immune.
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The first number still plants itself in your mind, still tugs at your sense of what's reasonable.
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That's why anchoring isn't just a tactic.
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It's the opening move that decides the shape of the entire game.
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Mirroring.
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Mirroring is repeating the last few words someone just said back to them, but as a question.
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That's it.
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You take their exact words, give them an upward inflection, and wait.
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It sounds too simple to matter, but it triggers something automatic in the human brain.
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When you hear your own words reflected back, you instinctively want to explain more, to clarify, to fill in what you think the other person didn't understand.
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So you keep talking.
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And the more you talk, the more you reveal.
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Here's what happens in real time.
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Someone says, I can't go lower than $500.
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You respond, lower than $500?
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With a slight questioning tone.
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They hear that and their brain interprets it as confusion or doubt, so they elaborate.
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Well, I mean, I have costs to cover, and the market rate is usually around that range, but I guess if you're paying cash, I could maybe do $4 .75.
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You didn't argue.
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You didn't counter.
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You just repeated three words, and they gave you new information and a better price.
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Mirroring works because it feels like active listening.
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The other person thinks you're engaged, trying to understand them.
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And you are, but strategically.
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You're extracting details they didn't plan to share.
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The beauty of mirroring is that it requires almost no effort and carries zero risk.
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You're not making claims, not showing your hand.
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You're just echoing, and they're doing all the work.
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People want to be understood.
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They'll keep talking until they feel like you get it.
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And while they're talking, you're learning exactly where the edges of their position really are.
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Tactical silence.
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Tactical silence is saying absolutely nothing after the other person finishes talking.
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No response, no counter, no acknowledgement.
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Just silence.
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And that silence becomes unbearable.
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Human beings are wired to avoid awkward pauses in conversation.
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Dead air feels wrong, uncomfortable, like something needs to be fixed immediately.
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So when you stay quiet, the other person's brain starts working overtime to fill that gap.
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And when they do, they usually give you something valuable.
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Maybe they lower their price without you asking.
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Maybe they reveal a concern they were hiding.
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Maybe they just keep talking and accidentally expose the limits of their position.
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The discomfort of silence creates pressure, and pressure makes people move.
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Here's how it works in practice.
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Someone makes you an offer.
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Instead of responding right away, you just pause.
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Five seconds.
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Ten seconds.
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You stay calm, you hold eye contact if you're in person, and you let the quiet sit there.
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That pause sends a message without words.
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It signals doubt, hesitation, dissatisfaction.
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And the person across from you will interpret that silence as rejection, even though you haven't said a thing.
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So they start backpedaling, sweetening the deal, offering explanations.
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Silence forces them to negotiate against themselves.
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The power of tactical silence lies in restraint.
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You're not being rude or difficult.
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You're simply refusing to rush.
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And in that refusal, you create space for them to second guess, reconsider, and concede.
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Most negotiations are lost by the person who speaks first after an offer lands.
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Silence hands you control without you having to say a single word.
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The flinch.
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The flinch is a visible reaction of surprise or disappointment when you hear their number.
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You don't argue yet.
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You don't counter.
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You just react.
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Your eyebrows go up.
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You lean back slightly.
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Maybe you let out a small breath or shake your head.
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The reaction itself becomes the message, and that message plants immediate doubt in the other person's mind.
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They start wondering if they aimed too high, if they misread the situation, if maybe they should adjust before you even say anything.
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The flinch makes them question their own position without you having to challenge it directly.
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Here's why this works.
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When someone states a price or makes a demand, they're often unsure if they got it right.
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They're testing the waters, gauging your reaction.
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If you stay neutral or accept too quickly, they assume they left money on the table.
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But if you flinch, if your face shows genuine shock, they interpret that as proof they overshot.
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And people hate overreaching.
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They want to seem reasonable, fair, competent.
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So when they see your reaction, they often walk themselves back before you've said a word.
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The key to the flinch is authenticity.
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If it looks fake or overdone, you lose credibility.
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But a natural, honest reaction to a number that genuinely surprises you carries real weight.
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You can flinch physically with body language, or verbally with a phrase like, Wow, okay, or, That's higher than I expected.
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Either way, you're buying time and creating doubt.
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The other person now has to justify their number, defend it, or soften it.
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And all you did was show them your face.
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Good Cop, Bad Cop Good Cop, Bad Cop is two people playing opposite roles in the same negotiation.
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One person is harsh, unreasonable, and inflexible.
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The other is friendly, understanding, and wants to help you find a solution.
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You've seen this in every police interrogation scene on television.
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One detective slams the table and threatens consequences.
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The other leans in, offers water, and says they can make this easier if you just cooperate.
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The psychology is simple but devastatingly effective.
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After dealing with the bad cop, the good cop feels like relief.
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You start to trust them, align with them, even feel grateful toward them.
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So when they ask for concessions, you give them willingly because they feel like they're on your side.
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But they're not.
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They're working together toward the exact same goal.
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Here's how it plays out in real negotiations.
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Maybe you're buying a car.
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The salesperson says they'd love to give you that price, but their manager would never approve it.
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The manager is the bad cop you never see.
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Then the salesperson goes to fight for you and comes back with a slightly better offer, acting like they barely convinced their boss.
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You feel like they went to bat for you, so you meet them halfway.
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You just made a concession to someone who was never your ally.
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The door in the face.
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The door in the face is asking for something huge and unreasonable first, getting rejected, then following up with what you actually want.
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The second request seems modest by comparison, and people feel almost obligated to say yes because they already turned you down once.
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The technique gets its name from the image of someone slamming a door in your face after your first ask, but then cracking it open for the second.
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Here's how the psychology works.
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When someone refuses your initial request, they feel a small pang of guilt or social discomfort.
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Saying no feels negative, even when the ask was absurd.
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So when you come back with something smaller and more reasonable, their brain sees it as a compromise.
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They think you've already conceded by lowering your demand.
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So now it's their turn to meet you halfway.
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Reciprocity kicks in.
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You moved, so they feel like they should move too.
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Say you want to borrow someone's car for the weekend.
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Instead of asking directly, you first ask if you can borrow it for the entire month.
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They say no, obviously.
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Then you say, okay, what about just this weekend?
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Suddenly the weekend feels small, manageable, reasonable.
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They're more likely to agree because the contrast makes your real request look minor.
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The key is making sure your first ask is big enough to get rejected, but not so outrageous that you lose credibility.
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If it sounds like a joke, the tactic falls apart.
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But if it seems like a genuine stretch, the follow -up lands perfectly.
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The rejection isn't failure.
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The rejection is the setup that makes your actual goal feel like the fair middle ground.
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BATNA.
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BATNA stands for Best Alternative to a Negotiated Agreement.
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In simpler terms, it's your backup plan.
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What will you do if this negotiation completely falls apart?
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If you're negotiating a job offer and it doesn't work out, do you have another offer waiting?
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If you're selling your car and the buyer walks away, do you have other interested people lined up?
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Your BATNA is your safety net, and knowing what it is changes everything about how you negotiate.
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When you have a strong alternative, you negotiate from a position of power.
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You can walk away without fear because you're not desperate.
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You don't need this deal, you just want it on the right terms.
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That confidence shows.
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You make bolder moves, you hold your ground, you don't cave under pressure.
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But when your BATNA is weak or non -existent, you negotiate from desperation.
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And desperation is visible.
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The other side can sense it in your tone, your concessions, your willingness to accept terms you shouldn't.
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Here's the reality.
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You cannot bluff a strong If you don't actually have alternatives, pretending you do will eventually collapse.
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The other person will test you, call your bluff, and when you don't walk, they'll know.
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So the goal isn't to fake a good BATNA.
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The goal is to build one before you ever sit down to negotiate.
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Apply for multiple jobs, not just one.
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Get multiple quotes before selling.
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Line up options so that no single deal holds all your leverage.
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Your BATNA determines whether you're negotiating or begging.
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The stronger it is, the less you need any particular outcome.
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And when you don't need something, you're suddenly in the best position to get it.
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The nibble.
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The nibble is asking for one more small thing after the deal is essentially done.
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The price has been agreed on, the terms are set, everyone is mentally ready to close.
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Then, right at the end, you casually mention one last request.
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Could you throw in free delivery?
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How about an extended warranty?
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Would you cover the installation fee?
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The other side has already invested hours, maybe days, into this negotiation.
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They're tired, they want it finished, and your request is small enough that saying no feels petty like torpedoing the entire deal over something minor.
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So they say yes, just to get it over with.
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That's the nibble.
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It works because of timing and psychology.
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By the time you ask, the other person has already made their mental commitment.
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They've agreed to the big number.
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They've told their boss or their spouse.
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They've started imagining the outcome.
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Walking away now over a $50 add -on feels absurd.
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The sunk cost of all that effort makes the small concession feel cheaper than restarting from scratch.
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Here's how to use it.
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Wait until the main terms are locked in.
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Let the other person feel like they've won, like the hard part is behind them.
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Then introduce your nibble as an afterthought, almost apologetically.
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Oh, one last thing.
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Would it be possible to include shipping?
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Keep it genuinely small.
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If you ask for something huge at the finish line, you'll blow up the deal.
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But if you nibble correctly, you get an extra win without renegotiating anything major.
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The other side will give it to you just across the finish line and move on.
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The nibble doesn't reopen the conversation.
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It ends it, but on slightly better terms than before.
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The ultimatum.
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The ultimatum is drawing a hard line.
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Take it or leave it.
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Final offer.
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This is non -negotiable.
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You're eliminating all the back and forth and forcing the other person to make a decision right now.
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Either they accept your terms or the deal ends.
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There's no middle ground, no room for compromise, no next round of discussion.
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Ultimatums create urgency and finality.
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They cut through endless negotiation and demand a choice.
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When used correctly, they can close deals that would otherwise drag on forever or collapse entirely.
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But when used wrong, they blow everything up.
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Here's when an ultimatum works.
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You need leverage first.
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If the other side needs you more than you need them, an ultimatum can push them to commit.
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If you have a strong BATNA and you're genuinely willing to walk away, then drawing a line shows confidence and clarity.
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It signals that you've reached your limit and further discussion won't change anything.
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The other person respects that boundary because they believe you'll enforce it.
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But here's when it backfires.
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If you use an ultimatum too early, before trust is built or terms are explored, you come across as aggressive and unreasonable.
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If you're bluffing and the other side calls you on it, you either have to back down and lose all credibility or walk away from a deal you actually wanted.
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An ultimatum also generates resentment.
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Even if they accept, they'll remember being forced into a corner, and that damages long -term relationships.
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So the rule is simple.
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Only deliver an ultimatum when you're truly prepared to walk away and live with the consequences.
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If you're not ready to lose the deal, don't threaten to end it.
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Because once you say the words, you've locked yourself in.
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And if they call your bluff, you're done.
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Trading not giving.
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Trading not giving means never handing over a concession for free.
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If they ask for something, you ask for something in return.
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Every move you make toward their position should cost them a move toward yours.
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Otherwise, you're just losing ground while they rack up wins without giving anything back.
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Negotiation is exchange, not charity.
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When someone requests a discount, faster delivery, better terms, or any kind of accommodation, your instinct might be to just say yes to keep things moving or seem agreeable.
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But that's a mistake.
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Free concessions signal weakness.
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They tell the other side that asking gets results, so they'll keep asking.
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And worse, they'll assume there's more you're hiding if you gave that up so easily.
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Here's how to trade instead.
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When they ask for something, respond with a conditional phrase.
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If I can do that, would you be willing to commit today?
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Or, I could lower the price to that number if you increase the order size.
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You're not refusing their request.
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You're making it conditional on them giving you something valuable in return.
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This establishes reciprocity as the rule of the conversation.
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Every exchange becomes mutual.
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They learn quickly that nothing comes without a trade.
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The psychology behind this is simple.
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People value what they work for more than what's handed to them.
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If you give a concession freely, they'll see it as expected or even owed.
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But if they have to trade for it, they'll feel like they earned it through negotiation.
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That satisfaction makes them more likely to accept the overall deal.
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Trading also keeps the negotiation balanced.
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You're not the only one making sacrifices.
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You're both moving, both compromising, both invested in reaching an agreement.
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And when both sides feel like they've given and gained, the deal holds stronger and lasts longer.
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Vocabulaire et conseils d’expression pour cette leçon
Cette vidéo contient 268 phrases et 2791 mots à répéter en shadowing. La partie parlée dure 14:56. Le locuteur parle vite, environ 187 mots par minute : attendez-vous à des liaisons et à des sons réduits. 84 % des mots font partie des 3 000 mots les plus courants en anglais ; le reste mérite d’être vu avant de commencer.
Vocabulaire clé de cette vidéo
15 mots de la vidéo à retenir, avec leur prononciation et leur sens :
| Mot | Prononciation | Sens |
|---|---|---|
| negotiation nom | /nɪˌɡəʊ.ʃiˈeɪ.ʃən/ | négociation |
| silence nom | /ˈsaɪ̯ləns/ | silence |
| negotiate verbe | /nəˈɡəʊ.ʃi.eɪt/ | négocier |
| psychology nom | /saɪˈkɑ.lə.d͡ʒi/ | psychologie |
| credibility nom | /kɹɛd.əˈbɪ.ɫɪ.ti/ | crédibilité |
| refuse verbe | /ɹɪˈfjuːz/ | refuser |
| genuinely adverbe | /ˈd͡ʒɛn.ju.ɪn.li/ | authentiquement, réellement |
| tactical adjectif | /ˈtæktɪk(ə)l/ | tactique |
| absurd adjectif | /əbˈsɜːd/ | absurde |
| rejection nom | /ɹɪˈd͡ʒɛkʃən/ | refus, rejet |
| unreasonable adjectif | /ʌnˈɹiːz.(ə)nə.bl̩/ | déraisonnable |
| tone nom | /ˈtəʊn/ | ton |
| argue verbe | /ˈɑɹ.ɡju/ | affirmer, débattre |
| reveal verbe | /ɹɪˈviːl/ | révéler |
| visible adjectif | /ˈvɪzɪb(ə)l/ | visible |
Les verbes à particule que vous entendrez
| Mot | Prononciation | Sens |
|---|---|---|
| fall apart verbe | tomber en morceaux | |
| back down verbe | baisser d'un ton | |
| blow up verbe | faire sauter | |
| come across verbe | avoir l'air de | |
| go up verbe | monter, s'élever | |
| hand over verbe | remettre, donner | |
| work out verbe | /ˌwɝk ˈaʊt/ | calculer |
Prononciation à surveiller
Le locuteur utilise 86 contractions et formes réduites, comme you're, they're, don't. Prononcez-les sous leur forme courte, telles que vous les entendez.
- Les sons « th »: threaten /ˈθɹɛt.n̩/, authenticity /ɑθɛnˈtɪsɪti/
- Les sons « sh » et « zh »: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, concession /kənˈsɛʃən/, rejection /ɹɪˈd͡ʒɛkʃən/, conditional /kənˈdɪʃ.ə.nəl/
- Mots longs — placez bien l’accent: negotiation /nɪˌɡəʊ.ʃiˈeɪ.ʃən/, negotiate /nəˈɡəʊ.ʃi.eɪt/, psychology /saɪˈkɑ.lə.d͡ʒi/, credibility /kɹɛd.əˈbɪ.ɫɪ.ti/, genuinely /ˈd͡ʒɛn.ju.ɪn.li/
Comment s’entraîner avec cette vidéo
- Écoutez la vidéo en entier une fois sans parler et notez les mots que vous ne connaissez pas.
- Commencez à la vitesse 0,75×, répétez phrase par phrase, puis revenez à la vitesse normale quand cela devient facile.
- Enregistrez-vous et comparez avec l’original, en faisant attention à des mots comme negotiation, silence, negotiate.
La grammaire de cette vidéo
Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :
| Structure | Dans la vidéo |
|---|---|
| Phrases conditionnelles if + proposition, will/would + verbe — une condition et son résultat | if they accept, they'll remember · If I can do that, would you · If you give a concession freely, they'll see |
| Present perfect have/has + participe passé — une action passée qui compte encore maintenant | has already set · have tested · you've just set |
| Voix passive be + participe passé — l’accent est mis sur ce qui arrive, pas sur qui le fait | be understood · are wired · be fixed |
| Propositions relatives who / which + proposition — une précision sur une personne ou une chose | person who speaks · someone who was |
Qu'est-ce que la technique du Shadowing ?
Le Shadowing est une technique d'apprentissage des langues fondée sur la science, développée à l'origine pour la formation des interprètes professionnels. Le principe est simple mais puissant : vous écoutez de l'anglais natif et le répétez immédiatement à voix haute — comme une ombre suivant le locuteur avec un décalage de 1 à 2 secondes. Les recherches montrent une amélioration significative de la précision de la prononciation, de l'intonation, du rythme, des liaisons, de la compréhension orale et de la fluidité.