Negociation Skills, Negotiations That Preserve Relationships
Negotiations that preserve relationships
1.0 INTRODUCTION
When thinking about workplace negotiations, what normally comes to our minds is a picture of relatively aggressive opponents holding their files and arguments, determined to get the best for themselves out of the process. A different and better approach to negotiating is to assume that the parties’ subsequent relationship remains as important as the details of the deal struck between parties, i.e. collaborative negotiations.
Negotiation is a relatively common activity in the day to day work of most managers. Similarly, most people do indulge in some form of negotiation with diverse counterparts throughout the day. People negotiate to sort out differences with each other or simply to get what they want under the best conditions for themselves.
For managers, negotiation is an essential component of their duties. People often tend to disagree in the course of any business and it is the role of managers to find a solution in the interest of the relationship, for example with a client, a sponsor, a supplier, government officials or other stakeholders.
Not all people, however, are willing to negotiate. Some people may feel uncomfortable to negotiate and resort to ways and means to avoid the process. For example, they may prefer using coercion, manipulation, avoidance or simply may give in. People may choose not to negotiate for a number of reasons: they may fear losing something important or may think they do not have the abilities to do so. While it may be true that some people can be better natural negotiators than others, it is also true that basic negotiation skills can be learnt and developed by acquiring the necessary knowledge, skills and attitudes.
2.0 WHAT IS NEGOTIATION? When trying to visualise workplace negotiations, what might immediately come to our minds is the picture of two teams of “opponents” sitting across a table with supporting documents and determined to
1.0 INTRODUCTION
When thinking about workplace negotiations, what normally comes to our minds is a picture of relatively aggressive opponents holding their files and arguments, determined to get the best for themselves out of the process. A different and better approach to negotiating is to assume that the parties’ subsequent relationship remains as important as the details of the deal struck between parties, i.e. collaborative negotiations.
Negotiation is a relatively common activity in the day to day work of most managers. Similarly, most people do indulge in some form of negotiation with diverse counterparts throughout the day. People negotiate to sort out differences with each other or simply to get what they want under the best conditions for themselves.
For managers, negotiation is an essential component of their duties. People often tend to disagree in the course of any business and it is the role of managers to find a solution in the interest of the relationship, for example with a client, a sponsor, a supplier, government officials or other stakeholders.
Not all people, however, are willing to negotiate. Some people may feel uncomfortable to negotiate and resort to ways and means to avoid the process. For example, they may prefer using coercion, manipulation, avoidance or simply may give in. People may choose not to negotiate for a number of reasons: they may fear losing something important or may think they do not have the abilities to do so. While it may be true that some people can be better natural negotiators than others, it is also true that basic negotiation skills can be learnt and developed by acquiring the necessary knowledge, skills and attitudes.
2.0 WHAT IS NEGOTIATION? When trying to visualise workplace negotiations, what might immediately come to our minds is the picture of two teams of “opponents” sitting across a table with supporting documents and determined to
References: HILTROP. J. M & UDALL. S (2002), “The Essence of Negotiation”, Prentice Hall ILLICH. J (1992), “Deal Breakthroughs”, New York: Wiley ILLICH. J (1996), “The complete Idiot’s Guide to winning through Negotiations”, Alpha books THOMAS. K & KILMANN. R,(1974), “Conflict Mode Instrument”, New York, XICOM Inc. RDM – THE RESULTS DRIVEN MANAGER (2004) “Winning Negotiations that Preserve Relationships”, Harvard University School Press