Leading Thought—May 2010 Edition
We invite you to take 3 minutes to reflect on your team's and your development and read this month's Leading Thought from Dr. Gee.

Effectiveness and Styles of Negotiations

By: Sheryl Gee, Psy.D.

Steven from Philadelphia, PA, asked "Our organization encourages us to collaborate on projects with others. I find myself going to the table trying to partner in good faith with people who appear to only have their own interest in mind and think nothing of asking me to extend myself and resources far beyond what I think is reasonable. How do I negotiate effectively with people like this and refrain from feeling resentful and a lack of desire to even proceed with working with them?" Read Dr. G’s take

Steven thank you for your question. My guess is that you have a cooperative negotiation style and are taken back when you meet up with people who tend to have more of an aggressive negotiation style. I hope that the following information will provide you with some useful knowledge that helps you anticipate, have less aggravation and negotiate with greater success in such situations.

When entering into a negotiation process it is important to be aware of the disposition you bring to the table as well as to be observant of the disposition of others. As Gerald Williams so eloquently points out in Lavinia Hall's book, Negotiation: Strategies for Mutual Gain, typically negotiators will be either cooperative or aggressive in their style. Cooperative negotiators tend to enter negotiations with a collaborative problem solving approach. They share information freely, are self-monitors and only ask for what they believe to be fair requests from other parties. Aggressive negotiators tend to enter negotiations with a warrior approach. They share information strategically and ask for the maximum and beyond of what they think is possible to yield from a situation. Aggressive negotiators expect others to monitor and push back as warranted during the negotiation process.

Characteristically, the objectives of cooperative negotiators are to conduct one's self ethically, maximize the benefits of the arrangement reached, and accomplish a fair resolution. On the other hand, aggressive negotiators routinely have as their objectives getting the most out of the situation as possible and outdoing or outmaneuvering the opponent. Depending upon the circumstances both styles of negotiation can be effective or ineffective. The key to effective negotiations is: being keenly aware of one's own style tendency; purposefully employing sources of negotiation power in harmony with each other; not falling victim to the routine pitfalls of either style; and having enough understanding and comfort to execute the effective characteristics of both styles as needed to meet the circumstances at hand.

Effective aggressive negotiators tend to have the following behavioral patterns in common: Dominating, forceful, attacking, plans timing and sequence of actions (strategy), unyielding, disobliging, carefully observes opponent, unrealistic opening position, uses threats, reveals information gradually and is willing to stretch the facts. Fatal pitfalls that can render an aggressive negotiator ineffective are being too outrageously irrational and insufferably obnoxious with behaviors viewed by others as arrogant, disinterested in the needs of others, intolerant and/or affirmatively hostile.

Effective cooperative negotiators tend to have the following behavioral patterns in common: Trustworthy, ethical, fair, courteous, personable, tactful, sincere, fair-minded, realistic opening position, refrains from using threats, willing to share information and probes opponent's position. Fatal pitfalls that can render a cooperative negotiator ineffective are being too trustful, and overly concerned with being liked and/or trying to please everyone all of the time.

Both types of effective negotiators come to the table: well prepared on the facts; well prepared on relevant parameters, policies, procedures and/or laws; observing the norms and courtesies of the venue; skilled in using elements of negotiation power; and demonstrating self- control.

To learn more about sources of negotiation power and tips to improve your ability to negotiate effectively, contact us today to schedule leadership coaching and/or to take our Conflict Resolution and Negotiations course.