Consider negotiation questions you might overhear in a typical business negotiation:
■ “You want how much for that order?”
■ “Can you see what an excellent offer this is?”
■ “Are you ready to take this deal, yes or no?”
It’s not difficult to see the limitations of these negotiation questions. The first invites defensiveness. The second sounds patronizing. The third shuts off discussion—sometimes before it truly begins.
And yet, asking effective negotiation questions remains one of the most powerful—and underused—tools at the bargaining table.
Most negotiators devote their time to arguing positions or defending proposals rather than asking questions and sharing information. When questions are asked, they’re often phrased in ways that yield little useful information or even antagonize the other party.
Part of the problem may be that negotiators receive little guidance on what kinds of questions work best and how to ask them productively. In Negotiation Journal, Georgia State University professor Edward W. Miles draws on research from philosophy, linguistics, law, and communication studies to offer strategies negotiators can use to draw out more useful information from counterparts.
Here, we combine Miles’s insights with practical negotiation advice to help ensure your questions spark productive discussions—and better deals.
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Quick Answer: Why Are Questions So Important in Negotiation?
Negotiation questions help you:
- Discover underlying interests and priorities,
- Identify tradeoff opportunities,
- Clarify misunderstandings,
- Reduce conflict and defensiveness,
- Build trust and collaboration.
But poorly phrased questions can create resistance and stall negotiations. Asking questions well is a critical negotiation skill.
Why Negotiators Resist Questions
Questioning is one of the main ways negotiators gather information, along with research and reciprocal information sharing. Yet negotiators frequently resist answering questions.
Why?
Because negotiation is often seen as a contest over limited resources rather than a joint problem-solving exercise. Questions may feel like attempts to uncover weaknesses or gain leverage.
As Miles explains, negotiators often worry about protecting their “face”—the public image they present. Questions can make people feel exposed or vulnerable.
And this concern isn’t entirely misplaced. In distributive negotiations—haggling over price or a single issue—questions are sometimes used to challenge or corner the other side rather than understand them.
This creates a core tension: negotiators must share information to discover value, but they fear sharing too much.
Overcoming Resistance to Negotiation Questions
Even well-intentioned questions can feel threatening. As Miles notes, “The question that is asked is not necessarily the question that is heard.”
Imagine asking a job candidate, “What have you been doing the past three years?” If the candidate paused her career for personal reasons, she might hear criticism rather than curiosity.
So how can negotiators ask questions that invite honest answers?
The key is signaling cooperation rather than competition. Questions framed as attempts to create mutual gains are less threatening than those perceived as attempts to exploit.
This is particularly important when negotiating with someone who has more power, since powerful parties have more freedom to refuse questions or walk away.
The following strategies help encourage fuller, more productive responses.
1. Lean toward open questions.
The most basic distinction in negotiation questions is between open and closed questions.
Open Questions
Open questions often begin with:
- Who
- What
- When
- Where
- Which
- Why
- How
Examples:
- “How do you see the pricing issue being resolved?”
- “When do you estimate the first shipment could be ready?”
Open questions:
- Feel less threatening,
- Allow flexibility in responses,
- Encourage detailed answers,
- Promote dialogue.
Closed Questions
Closed questions invite brief answers:
- “Do you offer discounts for prepayment?”
- “You can meet the deadline, right?”
Closed questions are useful when clarity or commitment is needed, but they often limit discussion.
A common mistake is combining both:
“Can you describe your experience with your supplier? Are they meeting targets?”
Your counterpart may answer only the closed question, missing richer insights.
Open questions are especially useful early in negotiations when parties are still discovering priorities.
2. Use Probing Questions to Go Deeper
When answers are incomplete, follow-up questions—or probes—can draw out additional information. Communication scholars Charles Stewart and William Cash identify several useful types.
Nudging Probes
Encourage elaboration with prompts such as:
- “Tell me more.”
- “What happened next?”
- “I see.”
Silence Probes
Instead of filling silence, pause and wait. People often continue speaking when given space, especially if you nod or maintain attention.
Information Probes
Ask for clarification when answers are vague:
“When you say you need more time, what timeline are you thinking?”
Summary Probes
Summarize what you’ve heard:
“So you’d need six months and about 30 employees involved—is that correct?”
This confirms understanding and invites corrections.
Clearinghouse Probes
Invite additional concerns:
“Are there other issues we haven’t addressed yet?”
These questions often reveal hidden obstacles.
3. Combine Neutral Questions with Explanations
Another way to reduce resistance is to make questions feel less intrusive.
Avoid Leading or Loaded Questions
According to negotiation scholar Linda L. Putnam, avoid questions that push your viewpoint:
- Leading: “Don’t you think this proposal is generous?”
- Loaded: “Don’t you have any better options?”
Such questions can create defensiveness.
Neutral alternatives work better:
“How do you see the proposal working on your end?”
Offer Context Before Asking
Providing context reduces suspicion.
For example:
“Some clients prefer flexible monthly contracts, while others lock in lower annual pricing. Could you share which option fits your needs best?”
Explanations make questions feel collaborative rather than confrontational.
Asking Questions Leads to Better Negotiation Outcomes
Effective negotiators spend less time arguing positions and more time asking thoughtful questions.
Better negotiation questions help uncover interests, clarify concerns, and create opportunities for value creation. And while asking questions may feel risky, doing so skillfully often leads to stronger agreements—and stronger relationships.
What negotiation questions have worked best for you?
This article was originally published in the January 2014 issue of Negotiation Briefings.
Claim your FREE copy: Negotiation Skills
Build powerful negotiation skills and become a better dealmaker and leader. Download our FREE special report, Negotiation Skills: Negotiation Strategies and Negotiation Techniques to Help You Become a Better Negotiator, from the Program on Negotiation at Harvard Law School.
