Like other cognitive biases, competitive expectations can be insidious. Fortunately, there are several steps you can take to forestall their negative consequences.
external
The following items are tagged external.
Negotiation Design Dimensions: A Checklist
Here the Program on Negotiation offers a checklist of negotiation design categories. Whether your overall negotiation design is decide-announce-defend (DAD) or full-consensus (FC), or a hybrid of both, raising these issues is usually preferable to falling into a set of important decisions by default.
Laughing Matters
You don’t have to be serious to be a serious negotiator. Humor, deftly used, can be a positive factor in promoting agreement.
That’s what Finnish researcher Taina Vuorela confirmed in a comparative study of two real-world transactions. One was an internal meeting of a sales team trying to hammer out a strategy to land a potential customer. The other was the subsequent negotiation between that same team and its outside client.
The Importance of Sincerity
Most of us have had the experience of delivering an apology that fell on deaf ears. When apologies fail to achieve their aims, poor delivery is usually to blame. In particular, if the recipient thinks your apology is less than sincere, she is unlikely to forgive you.
When an Apology is Most Effective
Some researchers have found that the most effective type of apology depends on the nature of the mistake made.
In a study by Peter Kim of the University of Southern California, Cecily Cooper of the University of Miami, Kurt Dirks of Washington University, and Donald Ferrin of Singapore Management University, participants assumed the role of a manager responsible for hiring a senior level tax accountant. The participants watched one of four videotaped interviews of a hypothetical job candidate. During each video, the interviewer mentioned that the candidate’s previous employer had accused her of filing a tax return that understated the client’s capital-gains income. In one version of the video, the interviewer suggested that the candidate incorrectly filed the tax return because she is incompetent – she didn’t understand the mistake she made. In another version, he accused her of deliberately underreporting the earnings.
Negotiating Systems
While most negotiation research aims to sharpen individual managers’ skills, there is growing scholarly and professional interest in an organizational approach to negotiation.A systemic perspective evaluates the training, authority, procedures, and resources that manager need to improve their companies’ “return on negotiation,” as consultant Danny Ertel puts it. Looking at negotiations broadly reveals important design questions.
Hurry Up and Wait
Suppose that one bargainer is impatient, gritting her teeth and thinking, “Cut to the chase, for Pete’s sake!” Feeling pressured, the other person wants to say, “Easy on the coffee, pal! Let’s give this the time it deserves.”
According to a recent study by professor Karen J. Jansen of Pennsylvania State University’s Smeal College of Business and Amy L. Kristoff-Brown of the Tippie College of Business at the University of Iowa, this different sense of pacing will lead both parties to experience psychological strain.
Moving Toward the Cutting Edge
“What a small world” is an oft heard phrase used to describe anything from running into a friend far from home to discovering a group that shares your particular interests. In the first instance, the phrase conveys a sense of proximity that is paradoxical given the world and, in the second it denotes a social niche, a specialized group with shared interests. In both cases, the technology increasingly serves to tie people together, overcoming the barriers of physical distance and obscurity. William Ury, in his piece “Stay Open” for LifeByMe.com, advises us to be both resilient and present when faced with complexity.
Professor Ury explains that avoidance is one of the most common techniques people use to delay discussing a difficult issue. Rather than tackling the issue head-on, we often retreat back into the comfort of the shadows while our problem lingers and negatively affects our relations with our counterpart. To avoid this, William Ury tells us to move towards the issue, or , as he writes, “Paradoxically as I engage with a problem, getting closer to the issue, I feel safer and my heart feels lighter, because I know I’m not stepping aside from the issue, but am moving toward the cutting edge.”
The Art of Saying No: Save the Deal, Save the Relationship, and Still Say No
How can you say “No” to customers – external or internal – who are pressing you to do something not in your organization’s interest? How can you say “No” to an overly demanding employee or a demanding boss without hurting a valuable relationship? How can you save the deal and the relationship and still say “No”?
Saying “No” the right way may be the single most valuable skill in negotiation—absolutely key to getting to “Yes”. As you will learn in this one-day course, the secret to saying “No” while protecting and advancing your core interests without compromising relationships lies in the art of a “Positive No.”









