In this article authors Hughes & Ertel point out that the average negotiator does not know how to properly prepare for complex negotiations and are therefore bound to make poor tactical decisions. That, due to the anxiety of high stakes negotiations dealmakers may focus too much on possible threats rather than identify leverage points and think more broadly about other options. To suppress our default urges to negotiate reactively, Hughes and Ertel present strategic principles that negotiators can apply to avoid reactive deal making. These include rethinking and analyzing our counterparts, rethinking the scope of the deal, rethinking the nature of leverage, looking for connections across our negotiations, and more.
I was amazed by the simplicity of these strategic principles and somewhat embarrassed for having fit the description of the anxious negotiator. What was really demonstrated is how narrow-minded people can be about what they want, where and how they’ll get it and what it is they are getting into. One of my favorite strategies from this article is to rethink your counterparts. The authors state that negotiators tend to deal with the obvious people and overlook the ecosystem of people surrounding the deal. The suggestion to work backwards from your desired outcome in order to identify the correct players in the game could mean removing unnecessary obstacles before the deal even starts. It shortens the path to your goal and removes unnecessary players from the game. Each of the remaining strategies are designed to increase confidence, reduce friction and achieve better outcomes on a regular basis.
LO2: Demonstrate the ability to assess complex organizational environments and achieve communication goals.
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