At
People Based Solutions we believe that negotiating is a key skill for life and
work. However, some people approach negotiations less effectively than
others. Research has shown that those who focusing
on interests when negotiating, are more productive than those who choose to
defend positions
POSITIONAL NEGOTIATION
Positional
negotiation is when each party takes a position and argues for it. For
example, a team member may make a request to take a day’s leave; the Manager may
refuse to agree the leave request. In such circumstances, they may both choose
to adopt positions. The team member
stating “you can’t refuse my leave request just like that….” To which the
manager may retort: “I am responsible for staffing this office, and I want you in
on that day.” Once this process starts,
they can lock themselves in. As the
dispute continues, it becomes harder for each change their stance. They can
then start to invest in that position. If
this happens, it can become about saving face, and reconciling future actions
to past positions. Reaching a settlement
becomes increasingly difficult. Once this process starts, it becomes about
winning the argument, rather than finding an outcome that both parties want. People start to change their goals to save
face, avoid embarrassment, win the argument, or to punish the other party. They will push hard, making the argument
stronger than they actually believe it is, and doing anything to win. The objective shifts from trying to agree
leave, to trying to win an argument.
INTEREST FOCUSED BARGAINING
Interests
are the needs, desires concerns and fears of the disputants. What they really
want, the need that will be satisfied. In the example above the interest being
met by taking a days’ leave maybe to enable the team member to attend a family
event. The Manager’s interest maybe to have the office covered. It may be particularly important to the Manager that the
office isn’t without cover even for a relatively short period.
WIN/LOSE NEGOTIATION
When
both parties had taken positions, i.e. they decide to act in a particular way. For
example, the team member may demand leave to attend the family event. The
manager, however, may respond by refusing even to consider the leave request as
it interferes with the office rota. The
outcome of both parties taking their positions is conflict. What emerges is a dispute over positions,
which, on the face of it, appears intractable.
One party cannot get what it wants, unless it is at the expense of the
other. If the leave is granted the rota
is no longer in place. If the rota is in
place the employee can’t attend the family event. It is a zero sum negotiation,
for one party to get what it wants; the other party must forgo what it wants.
It is a quintessential win-lose encounter.
WIN/WIN NEGOTIATIONS
However,
if both parties focus on their interests, they can identify what they really
want. The objective shifts from winning the argument,
to seeing if there is a way for the team member to attend the family event, and
to make sure the office is covered. By
moving away from positional negotiation, and moving towards interests based
negotiations, those involved in the negotiation, can adopt a collaborative
approach to solving the problem.
In
positional negotiations, the assumption is, it’s a choice between getting the
result you want and keeping a relationship. Positional negotiations don’t consider the
option of achieving both. When the negotiation
is driven by interests, collaboration becomes possible, as the disputants seek
mutually satisfactory outcomes. This win-win approach allows for solutions that
meet the underlying interests of both parties. A win-win solution, not only solves the
problem, but does so in a way that is satisfactory to both parties.
In
the example above, the manager and the team member may work together to agree
an outcome that meets the needs of both parties. A solution such as rescheduling rotas, or
swapping shifts, that allows the team member to take the leave day (while
accepting the manager’s right to operate the rota), and for the manager to
ensure the office is covered.
This
article has been posted by Sean McCann, the Managing Director of People Based Solutions an HR consultancy specialising in developing emotional
intelligence at work, team building, and workplace conflict resolution. If you
would like to know more about how we can help you develop an assertive approach
to workplace differences by:
- Ensuring
your managers are skilled with people
- Helping
you to recruit people who have an assertive approach to conflict and
difference
- Helping
you to develop a culture where differences are acknowledged and addressed
courteously
- Train your
managers to handle conflict effectively
- Delivering
workplace mediation
Contact us at: enquiries@peoplebasedsolutions.com
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