The process of organizational adaption,
that process that will help
your business survive in the tops of
disruptive technologies that we're seeing will
require extensive negotiation during challenging times.
In situations where you have new products or strategies,
voluntary controls will limits that are placed on
environmental or social impact of business operations.
Debate and even conflict are likely to occur.
As organizations change,
extensive interactions and collaborations and needed.
Leaders can negotiate with their people,
their partners, and their stakeholders
to chart the future direction.
According to Leigh L. Thompson,
in The Mind and Heart of The Negotiator,
negotiation is a type of formal problem-solving.
The circumstances in which we are
called on to negotiate arise out of
either necessity or alternatively
as a response to a perceived opportunity.
A negotiation of necessity might be over
the renewal of the contract
at the end of an initial term.
The parties to that contract will by
necessity seek to review and renew the contract.
They'll look at pricing,
warranties, quality, and service.
Negotiations of necessity are
often cyclical and in many ways they are compulsory.
In contrast, negotiations of opportunity are optional.
There are top of voluntary negotiation that arise as
a result of changing circumstances or temporary openings.
Moments, if you will,
where there is the prospect to improve your situation,
perhaps an opportunity exists to forge
a better agreement for all the parties to
come up with a creative new option or
settle on a new set of terms and conditions.
Sometimes it's conflict that creates
those opportunities with creative tension,
stimulating the appetite for change.
Wise and sustainable agreements
occur when we look closely at the issues and
clearly identify our interests and speak
assertively about what is and isn't working for us.
What we'd like to see change?
You need to think creatively,
to question perceived limits.
For instance, in existing policies that are
outdated or arbitrary deadlines set
by someone removed from the realities of the situation.
You also need strength of character to do this well.
For example, imagine your company announces it has
plans to open an office in
a country where you've always wanted to work.
The company is searching for
new country manager to lead the office.
A role for which you would be suited,
but which you aren't
immediately being thought of as a candidate.
What would you do? A negotiation
of opportunity is presenting itself.
How will you negotiate your way
into consideration for that role?
For many people, the first challenge is
becoming more tuned to negotiations of opportunity,
to recognize one as it arises.
Walked through the door and capitalize on it.
It's difficult to see beyond
the appearance of a static or predetermined situation.
Often those simply apply a little bit of pressure,
such as asking to be heard
or submitting an alternative proposal,
or simply asking the right questions that
allows you to influence the way the situation turns out.
This challenge is about finding the courage and
confidence to ask one very simple question,
in the right way and at
the right time and to the right person.
That question, is that negotiable?
If the door opens just a little,
you can then take your knowing into doing.
You can navigate the conversation effectively,
work to improve the situation
and possibly also the relationship.
Do you enjoy how you feel when you're negotiating?
The anticipation of the exchange,
the excitement of bringing a deal to a conclusion,
even just being able to rid
yourself of unpleasant feelings
associated with the tense relationship
or a problem that's been on your mind.
Do you get a certain satisfaction from asserting yourself
successfully while at
the same time maintaining a relationship?
If so, then you're on the right path to becoming
an effective people person and
potentially a great negotiator.
If on the other hand,
the thought of negotiation scares
you and you dread confrontation and conflict,
that I'd like to encourage you to
practice as much as you can.
See if you can find someone to debrief with,
practice with someone who give
you honest and insightful feedback.
For example, the next time something
a work really bothers you,
instead of complaining about it to a friend,
try to negotiate for a different set of
behaviors or a different process,
or a different outcome or standard for the next time.
Instead of complaining about bad service,
aim to get a discount.
Complaints may get you an apology,
possibly even a sincere one,
but negotiators ask as well as tell.
This type of assertiveness in
customer service situations, for example,
can get you an upgrade or
a free night's accommodation at a nice hotel.
Life presents you with
countless opportunities to negotiate.
Try to embrace those opportunities,
don't walk away from them.
If you do, you won't learn
your strengths and weaknesses as a negotiator.
You may become a chronic conflict avoider.
If you make negotiation a habit and aim
to practice it in everyday situations,
when the big moments in life come up,
the negotiations of opportunity,
you'll be more likely to be successful.
Your skills will be honed
and you'll be far less likely to feel
intimidated or uncomfortable when
you most need your skills to show up.