While maintaining superficial friendliness, making the other party feel the potential threat requires a delicate balance between verbal, nonverbal signals, and situational factors. The following are specific strategies： ### 1. **Language strategy: euphemistic hints and positive threats** -**Indirect mention of consequences**： Use conditional sentences or assumptions, such as “If we can't reach an agreement, we may have to consider other ways, but I believe you will make an informed choice." ”Implying consequences without directly threatening. -** Raise first, then suppress**： Praise the other party first, then ask potential questions. For example, “Your abilities are excellent, but if you don't have enough time, it may affect the results. ” -**Vague threat**： Use words such as “under certain circumstances” and “may” to reduce aggressiveness, such as “Under certain circumstances, misunderstandings may lead to serious consequences." ” ### 2. **Nonverbal hints: gentle but firm** -**Eyes and expressions**： While keeping smiling, use stable and straight-looking eyes to convey firmness. Avoid staring, but reduce the frequency of blinking. -**Body language**： Standing upright and slow gestures show self-confidence, and appropriately narrow the dialogue distance (within the cultural allowable range) to enhance the sense of oppression. -**Intonation control**： Key statements slow down the speed of speech and lower the tone, such as saying softly, “I hope we can all avoid unnecessary trouble.” ### 3. **Situational and psychological strategies** -**BATNA hints**： Alternatives were mentioned in the negotiations, such as “we are also evaluating other partners, but we are more inclined to cooperate with you." ”It implies that there are alternatives. -**The power of silence**： After raising key points, there was a brief silence, forcing the opponent to take the initiative to respond, creating psychological pressure. -**Refer to a third party**： Pass information through the mouth of others, such as “other teams have encountered obstacles due to similar problems.” ### 4. **Cultural sensitivity adjustment** -**Evaluate the background of the other party**： In collectivist culture, emphasis is placed on group influence (such as “this may affect team relations”); in individualist culture, emphasis is placed on personal interests. -**Adjust directness**： For example, in East Asian cultures, threats need to be more vague; in Western cultures, they can be slightly more direct. ### 5. **Ethical boundaries and risk control** -**Avoid personal attacks**： Threats are only aimed at incidents rather than individuals, such as “this decision may affect the project” rather than “you will be fired.” -**Leave a way out**： Always emphasize the willingness to cooperate, such as “of course, this is only the worst case, and I believe we can solve it." ” ### Sample conversation： **Scenario: Project postponement warning** “Your progress has always been excellent (smile), but if it cannot be delivered next week (pause, eye contact), the customer may reevaluate the cooperation (sinking tone). Of course, we fully support you to ensure that it is completed on time (restore the brisk tone). ” ### Precautions： -**Consistency check**: Ensure that language and nonverbal signals are unified (such as non-flashing eyes when smiling). -**Gradual upgrade**: Starting from the mildest hint, adjust the intensity according to the opponent's reaction. -**Goal-oriented**: Always aim at solving problems, not simply putting pressure on them. Through the above methods, while maintaining a polite appearance, the subconscious cues and loss avoidance principles in psychology (people are more sensitive to losses than gains) can be used to allow the other party to actively perceive risks, thereby prompting them to adjust their behavior while maintaining the superficial harmony of the relationship.