Negotiation Strategist Research
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"One of the most important attributes of a successful leader is the ability to negotiate effectively." -
Laura J. Kray University of California, Berkeley and Michael P. Haselhuhn University of Pennsylvania
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Speaking, Training, Analytics, Coaching
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C
oncern about conflict is part of the anxiety negotiators experience. Conflict, unresolved and unplanned for, creates the largest losses we experience as communicators. Conflict can devolve into verbal or physical intimidation and frustration triggered by a negotiation gone bad; from board room to bar conflict is part of being human. Conflict resolution is a fixture in academia and in the toolbox of effective negotiators.
Conflict resolution and peer mediation training programs are proliferating as these programs were developed by researchers in the field of conflict resolution, advocates of nonviolence, peace activists, and the legal profession. However,
researchers question
whether these programs are needed or effective given the downward trend in physical conflict. But increases in transactional conflict seem to be rising and contemporary research looks at conflict as a normal part of organization health. Dealing with conflict and diffusing destructive tendencies seems to be at an inflection point in our business,
Planning what options you have on the strategic level is a cornerstone of the NSR method. The seven options you hold in dealing with conflict are in the next column, but do not decide which option you have
during
the conflict, plan the scenarios
before the negotiation
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Some options in dealing with conflict in your plan:
- "Freeze" or Do Nothing. Do nothing and say nothing while you plan how to handle the situation, or stage the silence. This may give everyone time to think but will not resolve the conflict.
- "Flight" or Avoidance. Walk out or do not address the conflict. This may de-escalate the situation but may be seen as rejection of the relationship. Regardless, the conflict remains.
- "Fight" or Competing. If you can't agree on a common transaction, trying to get what you need by other means is a common "Plan B" for most deals or disputes. Some personality types make this option difficult. Unfortunately they can be very convoluted and complex but walking away from a bad deal is often better than accepting a burdensome one.
- Acquiescence or Accommodation. Give into the dominant party's demand. Knowing when not to fight may be more valuable than settling a loss creating conflict that turns into a large loss-creating deal.
- Collaborating. Looking for common gain can work with some, or most, situations and personality types. If the person is defiant and headstrong, some negotiators make "their idea, their adversary's idea" with this option.
- Compromising. Measured give and take is the most common form among rational negotiators. Know what you can give up and what you can retain. Again, do this before you interact. Naked concessions should be avoided, ask for reciprocity.
- Intermediary. If the situation is intractable, highly emotional or physically dangerous, engage an intermediary, an attorney, mediator or judge, or if violent, a security or police officer.
We communicate our needs to the world by influence, persuasion and negotiation. Avail yourself of new research we present and our live presentations. Anyone can greatly increase their effectiveness if they know how. Contact us to check our availability at
info@negotiationstrategist.com
or by clicking the button below.
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The Researching Briefings
Universal Conflict Basis
In a "pathbreaking" book published twenty years ago by Peter Berger, now available as and e-book, the author conflicts two universal causes of societal conflict: 1. disputes over the place of religion in the state and in public life; and 2 the clash of values between a cultural elite and the broad masses of the population. Link to book abstract is
here
. It is probably due to for an update.
OPERATIONAL TAKEAWAY: Your mom was correct, d
on't talk about politics or religion at parties, or in negotiation. Focus on the transaction.
ACTION SUGGESTION: Focus on the transaction.
Is Conflict in an Organization Constructive?
Views on organizational conflict are being deconstructed in three ways. First, a move away from viewing conflict as dysfunctional to viewing it as constructive. Second, a shift from normative prescriptions to descriptions of what disputants do in conflict. Third, a shift from psychological functional analyses to studying conflict as an organizational phenomenon. Citation link is
here
.
OPERATIONAL TAKEAWAY: Conflict is normal and can be valuable.
ACTION SUGGESTION: Master the benefits of conflict.
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Testosterone and Cortisol: Dealing with Values v. Resources in Male Negotiations
Psychological factors affect neuroendocrine and coping responses to social stressors and conflict. A link to the study is
here
.
OPERATIONAL TAKEAWAY: Know your body chemistry and how it impacts your behavior.
ACTION SUGGESTION: Stress impacts negotiation performance negatively to those who are unconscious of their stress signals. Know yourself.
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Bookings Review: How to Book Us
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Thank you! I work with some of the greatest people to get the word out on how to communicate our needs to the world. I want to thank JobSeekers at Lake Grove Presbyterian Church for bringing me back in December; Cindy Totorici for The half day Woman's Executive Group workshop last week; for booking us and others for having us do analysis. The 2019 calendar is filling up soon so call us for more information or check our availability:
503-343-3303 or
info@negotiationstrategist.com
.
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See our previous issues below
For realtime review subscribe to
@negotiationSR where we post research as we find and review it. We started short animations on our
youtube channel and more content is on the way. If you know the research and how to classify them, your ability to influence any outcome is greatly improved. For those new to the reviews, I group the research I reported on into one of the three subsystems (Strategic, Tactical, and Operational) and provide a link to my source.
Your feedback is welcome, and thank you for subscribing and sharing with your friends.
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Negotiation Mastermind Event Details:
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Ten of the best professional negotiators and significant others will joint the NSR team for a weekend retreat with other thought leaders for a weekend of intensive study, role playing, games and fun! You will bring back a competitive advantage to your organization, our tools, analysis and methods. Ensure your team gets a seat at the table, leaves nothing on the table, increases relationship durability, and avoids future losses.
Space is limited so reserve your place today and email us at
info@negotiationstrategist.com with "MASTERMIND 2019" in the subject line. More information will be provided monthly.
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NSR Services
- Training, Keynote, Research, Seminars, Workshops, and Talks
- High conflict communication guidance
- Negotiation support and coaching
- Procurement or Sales Process Design
- Intellectual Property Capture Design
- Data Privacy and Security Process Design
- Merger and Acquisition Negotiation Analysis from Private Equity Buyout
- Contract Transitions
- Assisting Law Firm in Statistical Analysis
- Trademark & Unfair Trade Practice
- SaaS Tools coming soon, contact us to be on our Beta user list
503-343-3303
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NSR Story
When I started practicing law over 20 years ago, I found negotiation was viewed as an "art" by some, a "science" by others, or the sum of the two. Skills and outcomes seemed random. Tools and methods were developing. Thousands of deals and disputes later, I learned it is a
system
with three primary subsystems: strategic, tactical, and operational. If you master the subsystems, outcomes are greatly improved. I used my background in analysis to look for systemic patterns using various tools, including game theory. Since 1999 we've improved the model with statistical tools. We are confident anyone can approach any transaction or dispute with greater certainty in the outcome and greater confidence in the interaction. I write and teach about my research. Schedule a personalized talk or seminar for your team by contacting me at: 503-343-3303.
- Martin Medeiros, Esq., CIPP/US
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QUESTIONS?
Feel free to call us about what to do in a given situation or about our organization.
FEEDBACK
CONTACT US
Tel: 503-343-3303
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I am sending this to keynote attendees who opted in, alumnae of my classes who signed up, professionals I do business with who wanted more information, freemium users of our tools website, and others who wanted to be included. If you received this in error, please accept my greatest of apologies and simply unsubscribe below. Unsubscribing will delete your freemium account and any benefits therein. For personalized assessment on your negotiation readiness, call 503-343-3303 or email us at info@negotiationstrategist.com. Nothing in this newsletter is intended to be or should be relied on as legal, psychological, medical or financial advice. Seek a professional in your jurisdiction for help in those matters.
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