MANAGING DIFFICULT NEGOTIATION

MANAGING DIFFICULT NEGOTIATION

1. Managing the Shadow Negotiation & Social Contract

   • Shadow negotiation occurs in parallel with the substantive negotiation and is concerned with how the negotiation will proceed.
     • Negotiators should consider the shadow negotiation carefully before meeting with the other party so that they are clear in their own minds about the scope of the negotiation and understand how they would ideally like to work with the other party.
     • The ongoing shadow negotiation is a social contract regarding how the negotiation will proceed, who has influence and power, and what the boundaries of the negotiation are

2. 3 Strategic Levers to Help Navigate the Shadow Negotiation

   • Power Moves
   • Process Moves
   • Appreciative Moves

3. Responding to the Other Side’s Hard Distributive Tactics

   • Negotiators work to convince the other party of the value of staying in the deal, or enhance the perception of the cost of leaving rather than working to create a value.
   • In distributive model, negotiators will try hard to get information, but don’t share it

4. Responding When the Other Side is Being Difficult

   • Ury (1991) Breakthrough Approach
   • Weeks (2001)
   • Bramson (1981)