Negotiation Insights

A resource of quick tips and analysis of highly effective, real life negotiation strategies.




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


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