"We must never negotiate out of fear, but we must never be afraid of negotiating"
John Kennedy
Definition
Process in which two (or more) parties, in conflict with each other, temporarily and voluntarily come together to discuss about one (or more) limited resource, in the comparison of which they both have an interest, with the aim of reaching a mutually efficient agreement (Nepi, Managing relations in Project management)
Constituent elements
The negotiating parties that face each other in the "negotiating arena"
The utility associated with the outcome
Profit range (which I would call negotiation space)
Typology of negotiation situations
A negotiator's skill is revealed in his ability to:
– consider (and prepare) a number of alternatives to prevent the negotiation from coming to a halt;
- demonstrate sufficient flexibility in order to be able to effectively use the alternatives that may arise during the negotiation session;
- have an intellectual readiness to adapt to changing situations
| Negotiation tactics |
| . Leverage on sympathy and personal charm, apply the mirroring technique, emphasize common points of view; . make the other party believe that they can count on numerous alternatives Recognize the inadequacy / lack / incompleteness of a marginal detail of one's offer (serves to gain trust and credibility) . Advance an obviously disproportionate petition, declare your understanding of the inevitable rejection, and immediately re-propose the request you really care about (opposing a second rejection in strict sequence embarrasses anyone) . Offer something with apparent disinterest in order to obtain a more substantial sacrifice in exchange (exploiting the tendency to reciprocate a favor received) Tactics (cialdini R. (1989) The weapons of persuasion, Giunti, Firenze. |
| GOAL OF THE NEGOTIATORS | REFERENCE VALUES | METHOD OF APPROACH | |
| SHARED | maximum own advantage | I win, you lose | Conflict |
| CREATIVE | maximum mutual benefit | We both win | Creativity and problem solving |
| Conduction |
| during the various sessions; the best results are obtained by not disdaining some concessions, but by expecting an immediate concession by the counterpart of at least the same amount for each concession. Avoid the use of ambiguity and polemical tones; always looking for new topics to deal with and increasing the range of options. Tackle each individual topic both from the point of view of content and form (pruitt DG Rubin JZ (1986). Occasionally summarize the agreements reached in writing. there conclusion of the negotiation: when the parties have defined the best possible agreement! Emphasize the points of agreement reached; Underline your recognition of the skills demonstrated by the counterparty; Create the conditions for any future agreements; Define procedures for monitoring the implementation of the agreements; conditions that can facilitate the maintenance of mutual commitments; Preparing to take care of interpersonal relationships in the near future Ideal style: expressing one's ideas and opinions effectively, but without aggression. Without losing control of their emotions, without manipulative intentions; without disengaging from the situations we face. |
| The negotiating power |
| With parity of power exercisable by the parties conducting the negotiation, the probability of success of a divisional type negotiation increases for the counterparty who, without exceeding, still maintains a resolute position (granting little and demanding, each time, a concession of at least an analogous breadth), and which, being able to count on the lower value of its “closing point”, can more easily threaten the breakdown of the negotiation than others. |
| Creative negotiation: the benefits. |
| If the negotiators assumed a collaborative attitude already at the start of the negotiation phase and jointly analyzed the problem by considering it from different angles, they would realize that on more than one occasion they could reach far more satisfactory agreements both substantially (with wider and more remunerative results), and from a relational point of view (with more solid, more durable and more profitable interpersonal relationships as they are based on mutual esteem). on the other hand, to ensure that this attitude is perceived in its correct dimension, and is not interpreted, on the other hand, as an indication of weakness, insecurity or low bargaining power. |
Negotiation preparation
To be effective, the negotiation process must be approached following a iter rigorous which is divided into four fundamental moments:
Planning: defining the final objective and intermediate goals; define what absolutely cannot be renounced (= closing point) and what / how much can be granted; preventive identification of the tactics to be used. Seneca: there is no favorable wind for the man who does not know which port to go to.
The choice of the starting position; The first statements contain the issues that will be addressed and the result that is expected as the outcome of the meeting; their requests, the reasons supporting the requests reported.