Cooperators focus on maximizing their own and their counterparts’ results. Cooperators are more open to value-creating strategies—such as exchanging information and making multi-issue offers—than individualists are.
Because of their strong desire to “win big,” competitives—about 5% to 10% of U. study participants—tend to engage in behavior that’s self-serving and that blocks collaborative solutions.
Altruists, a rare breed in studies of American negotiators, strive to maximize their counterparts’ outcomes rather than their own.
Third, consider the importance of the stakes of the negotiation to you and your organization. Last, consider the importance of your relationship with the other side.
Are they strangers that will remain as such after the negotiation? Are they long standing partner with strategic importance to your organization?
Have you ever wondered if your negotiation style is too tough or too accommodating? You might strive for an ideal balance, but, chances are, your innate and learned tendencies will have a strong impact on how you negotiate.
Wise negotiators seek to identify these tendencies and enhance them according to the situation.
Learn how negotiators grapple with the mental aspects of bargaining and how to streamline your thought process in order to maximize value and reach negotiated agreement.
There are five long-recognized styles of negotiating which characterize both approaches to resolving disputes or making deals and the default approach taken by each individual to negotiating.
Ever wonder why some negotiators approach the situation from completely different viewpoints and with others it goes easily and smoothly?