NEGOTIATING

Only about 2.4% of the over 2500 international middle and senior managers in our benchmark group prefer to use negotiation to achieve the outcome they want.

Negotiating involves trading elements of value between the parties.  Skilled negotiators will aim to trade issues that are low cost to one side and high value to the other.  In negotiation, conflict is resolved not by compromising (haggling), persuading or problem solving, but by offering the other side what they seek on terms that are beneficial for your side (giving to get).  Negotiation can be used very creatively to resolve deadlocks and create additional value for both sides.

 Negotiating can be useful when:

  • A long-term sustainable outcome is required

  • You are looking for the very best outcome

  • The other side is not willing to problem solve

  • You are happy to give in order to receive

  • The other side is playing hard-ball

  • The parties have different opinions on a key issue, which cannot be reconciled

  • There is time available to explore creative trading options.

 Upsides of Negotiating:

  • An approach that's both cooperative and assertive

  • Can create mutually rewarding outcomes beyond the basic win-win

  • Structured process

  • Effective even when dealing with assertive counter-parties

  • A cooperative response to 'black hat' tactics.

 However, negotiating also has a number of drawbacks…

 Downsides:

  • Requires considerable skill to execute effectively

  • Requires time, can be less suited where very quick outcomes are required

  • Requires concessions and flexibility

  • Is counter to some organisation's sales / procurement practices and culture.

 Negotiating, the creative trading of differential value requires the most skill of all of the nine conflict resolution techniques, but is also the most versatile.  Skilled negotiators will be able to secure superior outcomes that are often well beyond the win-win attainable through other techniques.

Matt Lohmeyer