Negotiation Behaviours

What is it?

Kennedy identifies two usual modes of negotiating behaviour:[1]

The red style is the use of manipulative tactics and aggressive ploys, pursuing your own position with no concern for the people you are negotiating with. It is a ‘taking’ approach. People behave in this way because they fear being exploited, but it usually provokes the very behaviour it is trying to avoid.

The blue style is the opposite approach. It is interest-based and relational, with an emphasis on co-operating, trusting and pacifying. It is a ‘giving’ approach. The danger with this behaviour is that the other party may take advantage. After all, commercial negotiation entails two parties that have competing objectives and agendas.

Kennedy therefore suggests the use of a purple style, which is a blend of the other two types of behaviour: “give me some of what I want (red style) and I will give you some of what you want (blue style)”. Purple is a ‘trading’ approach. It deals with people as they are, not how you assume them to be, and it is based on openness, good intentions and two-way exchange.

This is similar to the concept of principled negotiation advocated by Fisher and Ury.[2]  There are four principles related to this concept:

Separate the people from the problem. This seeks to deal with substantive issues in a way that respects people and maintains positive relationships, acknowledging and addressing the emotions, values and viewpoints involved. This enables you to be ‘tough’ on the issues but ‘warm’ with the people.

Focus on interests (needs, concerns and fears) rather than positions. This entails uncovering the underlying interests of both parties’ positions. Framing a problem in terms of interests often reveals a solution that might not be immediately obvious.

Invent options for mutual gain. This involves being creative and generating a variety of ideas and options rather than just pushing for a pre-determined answer, thus enabling you to ‘expand the pie’ before dividing it.

Insist on using objective criteria. When interests are opposed, the parties should seek to use objective criteria to resolve their differences. The criteria should be both legitimate and practical, such as comparison to an external price index, an industry quality standard, scientific findings, or professional standards.

What does it look like?

Negotiation Checklists

THINGS YOU SHOULD DO

• DO be prepared
• DO be clear about your objectives
• DO work out the relative bargaining power of the parties
• DO manage your negotiation team
• DO be ambitious but credible
• DO use the one-way persuasion movers first
• DO dig in on the big issues and try to maintain your position
• DO trade the minor issues for something more valuable
• DO make the other party work for concessions
• DO recess if necessary
• DO listen rather than talk
• DO summarise frequently
• DO help the other party out
• DO be tough on the issues and warm with the people
• DO cover the issues incrementally
• DO elicit offers rather than make them
• DO use your authority

THINGS YOU SHOULD NOT DO

• DO NOT make things too easy for the other party
• DO NOT move too quickly
• DO NOT compromise early in the meeting
• DO NOT always leave the important issues to the end of the meeting
• DO NOT leave yourself, or the other party, with no room to manoeuvre
• DO NOT negotiate alone on protracted or complex negotiations
• DO NOT lack confidence
• DO NOT appear to be uncertain or indecisive
• DO NOT get side-tracked
• DO NOT be greedy if you have achieved your objectives
• DO NOT ever show triumph, as it can be seen as disrespectful
• DO NOT feel too successful or you may become complacent

It should be noted that negotiation requires great skill and technique. You should undertake appropriate training and take advice from experts within your organisation.

[1] Kennedy, Gavin; Everything is negotiable – 4^th edition; Random House, 2008

[2] Fisher, Roger & Ury, William; Getting to Yes: Negotiating an agreement without giving in; Random House, 2012