Communication Styles in Negotiation
Communication Styles in Negotiation
Introduction
Communication styles in negotiation are probably one of the most important skills or characteristics one will develop over a lifetime. From the point a human being begins to develop cognitive skills, the process of learning and understanding situations become more apparent. One will learn from a very young age the dynamics and characteristics of communication and its role in negotiation. To better understand the communication process, one must be able to recognize how they communicate, whether it is on an assertive, aggressive, passive, or passive-aggressive level of communication. The manner in which one conveys his/her message is critical, and the many methods in which they do it is important and essential.
Questioning Styles in Communication
There are different styles of questioning: open-ended, open, leading, cool, planned, treat, window, directive and gauging questions. There are also unmanageable questions: close-out, loaded, heated, impulse, trick and reflective trick questions. Each type or style of questioning has a specific purpose, for example, open ended questions force the answer to be more specific, thus giving more information. Open ended questions invite the other person’s thinking, such as, “What do you think of our proposal?” Leading questions point toward an answer, such as, “Is it not true that you are able to give me a discount?” Heated questions are high in emotion and trigger emotional responses, “Don’t you think we’ve spent enough time discussing this ridiculous proposal of yours?” (Lewicki, Saunders, Barry, 2005, p. 177). Knowing different questioning styles is important while participating in a negotiation. Each style of questioning has a specific purpose and intent. Ultimately, asking the correct questions can give someone an advantage over their opponent.
Questions are also needed when there is confusion during a negation setting. One party can be confused as to what the
Introduction
Communication styles in negotiation are probably one of the most important skills or characteristics one will develop over a lifetime. From the point a human being begins to develop cognitive skills, the process of learning and understanding situations become more apparent. One will learn from a very young age the dynamics and characteristics of communication and its role in negotiation. To better understand the communication process, one must be able to recognize how they communicate, whether it is on an assertive, aggressive, passive, or passive-aggressive level of communication. The manner in which one conveys his/her message is critical, and the many methods in which they do it is important and essential.
Questioning Styles in Communication
There are different styles of questioning: open-ended, open, leading, cool, planned, treat, window, directive and gauging questions. There are also unmanageable questions: close-out, loaded, heated, impulse, trick and reflective trick questions. Each type or style of questioning has a specific purpose, for example, open ended questions force the answer to be more specific, thus giving more information. Open ended questions invite the other person’s thinking, such as, “What do you think of our proposal?” Leading questions point toward an answer, such as, “Is it not true that you are able to give me a discount?” Heated questions are high in emotion and trigger emotional responses, “Don’t you think we’ve spent enough time discussing this ridiculous proposal of yours?” (Lewicki, Saunders, Barry, 2005, p. 177). Knowing different questioning styles is important while participating in a negotiation. Each style of questioning has a specific purpose and intent. Ultimately, asking the correct questions can give someone an advantage over their opponent.
Questions are also needed when there is confusion during a negation setting. One party can be confused as to what the
References: Lewick, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation (5th ed.). [Adobe Digital Editions]. doi: 0-07-297307-2 Lewicki, Saunders, Barry. (2005). Negotiation, Fifth Edition. The McGraw-Hill Companies. Coltri, Laurie. S. (2004). Conflict Diagnosis and Alternative Dispute Resolution. Upper Saddle River: Pearson Prentice- Hall. Lewicki, R. L. (2006). Negotiation Fifth Edition. New York: McGraw-Hill/Irwin.