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Negotiating for Results!

3 Outcomes

Negotiating - In general, there are three possible outcomes to a negotiation. Lose-Lose, Win-Lose and Win-Win.

Lose-Lose Lose-Lose outcomes occur as a result of negotiating by avoidance, smoothing, and/or compromise. No one achieves their true desires. It’s possible that the negotiation agreement will not be enforced and that the relationship will be negatively affected.

Avoidance is an extreme form of non-attention. Everyone pretends that conflict doesn't really exist, and hopes that it will simply go away. For example, the passive negotiator may simply not bring up their key points.

Smoothing plays down differences between the negotiating parties, and highlights similarities and areas of agreement. Peaceful coexistence through recognition of common interests is the goal. Smoothing may ignore the real essence of a given negotiation.

"Let's compromise" is a phrase frequently heard in a group setting. The classic example occurs whenever representatives of unions and management meet to prepare new labor contracts. Compromise occurs when accommodations are made such that each party to the conflict gives up something of value to the other. As a result, neither party gains its full desires, and conditions for future conflicts are established. Although a negotiation may appear to be settled for a while through compromise, there will likely be the need for re-negotiation at some future time.

Win-Lose In Win-Lose negotiations, one party achieves its desires at the expense and to the exclusion of the other party's desires. This may result from competition or as a result of authoritative command. Each of these strategies also fails to address the root causes of the negotiation and tends to suppress the desires of at least one of the conflicting parties. As a result, future conflicts over the same issues are likely.

Win-Win Win-Win negotiations are achieved by confrontation of the issues and the use of problem-solving to reconcile differences. This positive approach involves recognition by all conflicting parties that something is wrong and needs attention. When success is achieved in problem-solving, the conflict has truly been resolved. Win-win conditions eliminate reasons for continuing or resurrecting the conflict, since nothing has been avoided or suppressed. All relevant issues are raised and openly discussed.

The ultimate test for a win-win solution is whether or not the conflicting parties are willing to say to each other: “I want a solution which achieves your goals and my goals and is acceptable to both of us.” "It is our collective responsibility to be open and honest about facts, opinions, and feelings."

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Creative Thinking

The process of negotiating can become stale. Positions can become immovable when both sides run out of ideas and have little to offer. Sometimes that can simply be the result of spending a lot of time bargaining and everyone getting tired. If that is the case, take a break from negotiating to brainstorm.

Brainstorming is one of those creative periods where you can surround yourself with a group of people and simply generate ideas. Gather a group of people, perhaps your team at work. Let them know that you are looking for ideas and arrange a brainstorming session.

Brainstorming is a time when ideas are: Freely generated Recorded (on chart paper or computer is usually convenient) Explored Not judged

In a brainstorming session, make sure that the ideas being generated are not judged, or you will find that people’s creative juices stop flowing as they become wary of having their ideas ignored or discounted. The idea of brainstorming is to get ideas out in front of the team.

Thinking outside of the box takes your brainstorming session to a new level. Fully exploring ideas and trying to solve them in ways that are unique and fresh means that you are stretching your ability to solve problems, and are really considering all possibilities in a situation.

Outside-the-box thinking can generate stunning gains in the negotiation process, and lead to applicable and valuable outcomes that you never imagined when you were preparing for the process to get underway.

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Building Enthusiasm and Confidence

Building Enthusiasm and Confidence Being confident and enthusiastic is key to a successful negotiation. Self-confidence is based on the knowledge that you will probably be successful at an activity because you have been successful at similar activities in the past. Can we project self-confidence even when we don’t feel self-confident? Yes, there are several things we can do.

• When you meet people, look them in the eye. • Monitor your self-talk. • Pretend you are confident. • Start small. • Rehearsal is the best confidence builder. • Know your stuff. • Listen. • Smile.

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Fear

Only our minds can produce fear.

According to research completed by Shirley Winslow, a practicing psychologist and a professor at the University of Alberta, we human beings have a lot of fears buzzing around our subconscious. These fears play a greater role than we may realize in how we work and play.

Winslow divided them into four categories, in no particular order.

• Fear of Humiliation • Fear of Failure • Fear of Rejection • Fear of Powerlessness

You may be familiar with include fear of abandonment, fear of endless obligation, and fear of punishment.

Conquer the fear of change a little bit at a time. If you don’t like the outcome, what can you learn from the experience? Give yourself permission to try things, to look awkward, to make mistakes. As the saying goes, “Keep on doing what you’ve always done and you’ll keep on getting what you’ve always got.” Growth and development require some discomfort.

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