How do you re-establish negotiations with the opposing party when they are only thinking of their needs, without worrying about your interests, motives or concerns? How do you succeed in creating value with an opposing party who anchors an aggressive proposition by pulling the cover on their side? Or even worse, what if the opposing party threatens you to take the case to court when you feel that it is to your advantage to negotiate a collaborative agreement?
These are all questions we ask ourselves when our interlocutor does not see the opportunity to opt for a collaborative negotiation approach.
Here is a series of recommendations that, depending on your situation, may help you:
- Take the leadership in order to impose your collaborative process during the negotiation. Indeed, the longer you delay in establishing your rhythm, the more difficult it will be for you to bring back a collaborative process. See Tactic #32: Take the Initiative from our book to help you with this title.
- Establish the climate and the relationship before you even negotiate and especially put forward your positions. Discussions about the weather, current activities and yesterday’s game are important in building the climate. It will always be more difficult for the other side to choose an aggressive strategy if you have been successful in bonding. See Tactic #1: Pooling Criteria and #7: Synchronizing from our book to help you build the relationship.
- Be inspired by the mediator’s approach, which approaches the dispute between the parties as a problem to be resolved. So you could get the other to work with you to work out the gap between what the two sides want. See Tactic #3: Problem-Solving from our book to help you with this approach.
- Indirectly involving allies is also a good way to condition the strategic choice of the opposing party. In other words, use your contacts to whisper a collaborative approach to negotiation in each other’s ears. See Tactic #75: Use Influencers from our book to help you with this strategy.
- Despite your best efforts, the tension may rise. In such circumstances, there is no point in forcing a settlement. Let the pressure subside by postponing the meeting to resume under better skies. See Tactic #50: Suspend to Let Down the Pressure in our book to help you with the tactic.
It is sometimes difficult to maintain calm in front of a party that only thinks of its best interests, but your success will be even more rewarding when you manage to move from a competitive negotiation to a collaborative one.
Trainer ǀ Coach ǀ Author
|Les tactic numbers reference the following publication
95 tactiques de négociation
Auteurs : Stéphan Lavigne et Lucie Turcotte
Béliveau Éditeur, 2018
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