Negotiation Unraveled

Any negotiation begins because one or both parties have an issue in which they would like to get resolved, these issue should be mentally flushed out before beginning. One of the most interesting things that I discovered when reading Negotiate This! is how Herb Cohen uses the nature of active listening, to effectively negotiate.

My overall favorite concept is from the chapter “Deadlines are not always Draconian,” where the value of a deadline is discussed. Because deadlines are set for many different rationale’s they should be analyzed and the risks and benefits calculated from eclipsing the deadline. Deadlines are not as firm as they may originally appear, and deadlines should not be blindly followed just because they exist. While you may have a deadline, it is also important to remember that the other side always has a deadline as well, else why would they be talking to you?

Within his book, Herb also discussed some questions you should try to gleam answers for when you begin negotiating with another party. While these may seem like common sense, many are never done.

Why are they negotiating with me?
What are their time constraints and deadlines?
By whom and how will their decisions be made?
How do they react to conflict?
What is their negotiating style?
What are the limits of their authority?
What is their negotiating experience and background?
Do they have a realistic alternative to making this deal?
What incentives do they have to make this deal?
What are their underlying interests and concerns?
What’s their track record for honesty and integrity?
What are their expectations with respect to the outcome?

Negotiating is the game of life and humbleness can go along way when positioning you in a negotiation. From humbleness you have the most options to maneuver.

“How did you become a hero during World War II?”
“It was involuntary, they sunk my boat.”

-President Kennedy

However, sometimes you must respond to a direct threat, which can be difficult especially in the process of negotiation. These threats can typically be defused though remaining calm and detached. Responding with an inconsequential response, typically an inquiry for clarification. If all else fails pointing out why you don’t have the capacity to comply (lack of authority, legitimacy, precedent, etc...)

Finally, Don’t ever underestimate your options or capacity to make things happen. Because what matters is not what power you’ve got, but what the other side thinks you’ve got.