Negotiation styles: Managing aggressive behaviours

Negotiation styles: Managing aggressive behaviours

As a negotiator you can choose to be cooperative or competitive. Making the right choice can be the difference between building relationships and value, and destroying relationships and value. In this issue of Negotiation Insights we help you better understand the impact of your choices and offer some strategies to motivate cooperation.

In business, you don't get what you deserve, you get what you negotiate - Chester L. Karrass

Receiving demands from work colleagues to make their issues your priority can be a common occurrence. So in these circumstances, how do skilled negotiators protect their interests and maintain an ongoing relationship?

Firstly they have the situational awareness to know that how they respond will have a direct impact on how the other person responds.

Secondly they avoid damaging ongoing relationships by modelling cooperative behaviours. This is because demonstrating patience and understanding, and discussing options, increases the other person’s feelings of a win/win outcome, which in turn makes them feel more empowered and motivated to contribute to the discussions.

In contrast, modelling competitive behaviours that include imposing solutions, impatience and judgement, increases the risk that the other person will view the outcome as a win/lose, and by doing so, feel vulnerable, become angry and frustrated, and focus on their next best alternative.

Thirdly skilled negotiators build strong alternatives that enable them to walk away if their cooperation continues to be exploited by the other party.

Quick tips – Strategies to motivate cooperation

  • Reward behaviours you want repeated and place consequences on behaviours you want to change
  • Remember people leave discussions with feelings ahead of facts
  • Start from the other party’s perspective, to demonstrate empathy and encourage participation
  • Build on the common ground that brings you together
  • Agree on a negotiation process, which includes objective criteria and, if required, behaviour protocols

Archive  

Avoiding Buyer's Remorse: Knowing when to close

Breaking deadlocks: AFL resolves stalemate

Changing Perceptions: Shane Warne recalls advice

Collaborating to create value: Power to the people

Creating points of influence: Russell Crowe gets his leading lady

Creating strong alternatives: Flying fresh milk to China

Cultural mindsets: SONY Walkman designed for harmony

Defining Fairness: US German trade negotiations

Difficult conversations: Thalidomide sufferers seek empathy

Elon Musk: When to Negotiate

Engaging the enemy: US and Taliban peace talks

Finding common ground: US Firearm reforms

Gun tragedies: We hear you

Hostage negotiations: A frontline perspective

Identity needs: Tobacco now a nobody

In Focus: Negotiating with agents

In Focus: The authentic negotiator

Influencing timelines: The brave new world of regulators

Leadership without authority: Reducing domestic violence

Managing COVID-19 Renegotiations

Managing uncertainty: New freeway gets a red light

Mindsets: It’s a choice!

Negotiation preparation: Prime Minster wins election

Negotiation styles: Managing aggressive behaviours

Price haggling: Strategies to position value

Problem Solving: Calm in the cockpit

Problem Solving: Delivering outcomes

Restoring relationships: Saying sorry

Setting the scene: Automotive executives fly into a storm

Shaping mindsets: AVIS We try harder

Taylor Swift: Giving others a voice

The power of language: A statement or a question?

Timing concessions: Bangladesh factory tragedy

Traits of skilled negotiators: Nelson Mandela

Verifying trust: World soccer cup and gulf of Mexico oil spill


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