The Art of Negotiation
Want a bigger paycheck? A better marriage? How to get what you want at the conference table or the kitchen table.
By: Brenda GoodmanPage 1 of 2
Have you ever had a discussion with yourself about when to go to bed? The word "negotiation" may conjure thoughts of hostage standoffs and high-stakes labor disputes, but there's a more quotidian brand of conflict resolution that enters daily life at nearly every turn. Negotiation, in fact, doesn't necessarily even require another person.
Mary P. Rowe, an ombudsman at MIT, encourages people to think of negotiation as "all interactions between two or more points of view; it's possible to negotiate with yourself."
Negotiations crop up on the way to decisions big and small—when to fill the gas tank, how to spend money, who picks up the kids, when to have sex, whether to get married.
Granted, forging a compromise over which DVD to watch isn't the same as signing the Camp David Accords, but regular human beings can benefit from the same skills world leaders use to solve problems. And best of all, getting better at reaching agreement is pretty painless.
Principled negotiation is a strategy that seeks to move both parties away from polarizing and usually entrenched positions, and into the realm of interests. It asks how both parties can get their interests satisfied while keeping their relationship strong. Negotiating well means neither party need feel cheated, manipulated, or taken advantage of.
Psychologist Daniel L. Shapiro, associate director of the Harvard Negotiation Project, has trained Palestinian and Israeli negotiators. He taught members of the Serbian parliament how to negotiate. Unfortunately, he reports, none of that has given him any additional clout at home.
When he was dating his wife, Mia, a painful imbroglio erupted after he asked her to watch his apartment while he was away. He returned to discover she had redecorated. Gone was his "cool" construction lantern. The card table he ate on had a new flowered tablecloth.
"In truth, it looked better," but Shapiro was incensed. The trouble, he recognized later, was that Mia had inadvertently trampled his autonomy. That turns out to be one of five "core concerns" his research identifies as critical in creating disputes and finding resolution. He defines autonomy as a person's freedom to make decisions for himself.
The other core concerns are appreciation, or having actions acknowledged; affiliation, being treated as a colleague; status, feeling that others respect one's standing; and having roles and activities that are fulfilling. Cross one of the needs and conflict arises. Respect them, and compromise is around the corner.
The most important element of effective negotiation, says Rowe, is preparation, preparation, preparation. She recommends drafting a letter that includes an objective statement of the facts, explains how those facts were injurious, and outlines what the writer thinks should happen next. Even if the letter is never sent, writing it can help clarify what is needed to repair any damage.
If there is not enough time for a letter, even a 10-minute break from a highly charged situation allows murky issues to be thought through and real needs to come to light. Advises Shapiro: "Take those core concerns and write them on a piece of paper. Figure out which of them are being violated for you and for the other person."
Listen First
"There's a saying among negotiators that whoever talks the most during a negotiation loses," says Bobby Covic, author of Everything's Negotiable! Being the first one to listen is crucial to building trust. Just getting the listening part of a negotiation right can satisfy many of the core concerns Shapiro cites.
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