The most classic worst case scenario plan is the one to prevent the use of nuclear and other weapons of mass destruction. In the Cold War era, Herman Kahn perfected the classic plan of a highly coordinated, massive attack that would guarantee total annihilation. Such a “mega death” approach is believed to be the smartest way to prevent the classic “unthinkable” worst case scenario. This week’s law will address the preparation required for a successful rights-based negotiation strategy without the sole reliance on mutual assured destruction. Read more »
Over the centuries, the classic hardball negotiation orientation has been shaped by military strategy and scenarios. Today, methods to deceive others and to prevent others from doing the same continue to be promoted through folk stories and popular idioms. “Deceive the Sky and Cross the Ocean” reminds negotiators to divert a counterpart with slight of hand, and “Surrounding Wei to Rescue Zao” outlines how to attack vital weak points and avoid direct communication. This week’s law will focus on the need to use a rights-based negotiation approach when deceptions and smoke screens lead to an impasse or breakdown in negotiations. Read more »
Global negotiator Willy Sono ’81 has found success in business by bringing people together and helping them find common ground. “You always talk about the expertise and know-how,” he says. “But it is also important to remember the know-who.” Sono, a Peruvian native, works in Lima as a consultant for Thunderbird Resorts (no relation to Thunderbird School of Global Management). He says successful negotiators do at least two things well: 1. They find win-win solutions and 2. They balance their short-term goals with mid- and long-range goals. “People want things to happen in an immediate way,” he says. “But things don’t necessarily work that way. You have to work for things. Everything in life is a process.” Watch more of the interview in the video above.
Much of the strategy about power in classic approaches is developed in ways to use stealth, deception and manipulation. It is through the battle of wills that wins are accomplished. This involves all levels of pressure tactics, including personal attacks. Camouflage, deception, and concealment, for example, have no particular standards or rules to abide by; except to win at all costs. It is fundamental to prepare for what ever takes to win in a negotiation in the classic approach. This week’s Law will conclude our series on integrative negotiation approaches with a focus on how to use objective criteria versus the battle of wills as a way to increase your power in a negotiation. This week we will focus on the practices of independent and objective standards that can be used to change the negotiation from a hardball approach to an integrative negotiation process. Read more »
Negotiators who rely solely on classic hardball tactics of negotiation will use the “lowball/highball” opening offer device to firmly anchor their position and weaken their counterpart in a negotiation. An extreme and aggressive initial offer is valid because this causes the other party to reevaluate their own resolve and opening offer and move them beyond their own resistance point or bottom line. This hardball tactic is very effective and enduring because most counterparts tend to be unaware and unprepared to defend themselves against this classic tactic. This week’s aw will address the concept of anchoring as an integrative negotiation practice that can be used by negotiators who have experienced the ineffectiveness of “lowball/highball” plans or prefer not to use hardball tactics. Read more »
A goal in the battle of classic negotiation power is to win at claiming as much as you possibly can of the ZOPA, or Zone of Potential Agreement. Knowledge is required about how to seize as much of the value that exists within the ZOPA space. Skill at claiming this value is a cornerstone to winning as much as you can in classic negotiation approaches. This week’s law will address the ZOPA, or perceived zone of value between two parties as they negotiate. Within this perceived bargaining range, an agreement is possible between the negotiators. Outside the zone, no amount of negotiation can yield an agreement. Read more »
Efforts at goal achievement in classic theories of negotiation power tend to focus on tactical maneuvers and actions. Much of the preparation in this classic sense is on how a negotiation “battle” is fought and won. Success becomes a matter of how good the tricks and tactics are. This tactical maneuvering finds it roots in political and military strategy, and in more contemporary business and economic theory. But, what happens when tactical sophistication has little to no connection with an appropriate strategy? This week we will focus on fundamental criteria for negotiation strategy often overlooked in the classic tactical approaches. Read more »
In classic power strategies of negotiation, CC&D (concealment, camouflage and deception) activities are often used. This phrase comes from the world of military intelligence as efforts by rivals to control access to key information. Negotiation preparation in the classic sense focuses on how to lie, hide or omit what may be true. Many of the preparation tasks in classic power strategies have been focused around how to manage information, behavior and image via flawless CC&D measures. This week’s law will explore how integrative preparation strategies can counter and manage such deception techniques used by potential negotiation counterparts. Read more »
A classic slogan about negotiation leverage involves how to get others to do the work for you, but always taking the credit for yourself. It is important in this classic law of power to leverage the knowledge and “legwork” of others to solely advance your own interests. This manipulation tactic saves you valuable time and energy. By leveraging others’ support, you can be the negotiation winner while others will soon be forgotten. This week’s law will explore how leverage in the 21st century can be enhanced not by manipulating the support of others in order to win, but by supporting others to win as a strategy to win yourself. Read more »
An ultimate goal of classic negotiation power and leverage practices is to become completely self-reliant and autonomous from others. Realism theories assert that a disciplined strategy designed to preserve positional advantage over others is fundamental for abundance and success in a world of fear, manipulation and competition. Classic laws of power require negotiators to: 1. See the world exactly as it is: immutable and full of inevitable conflict and competition; and 2. Win relative to others in a conflict world. This week’s law will address the premise of these classic laws as admirable and salacious, but not very relevant for 21st century negotiators. Read more »
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By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch
By Karen S. Walch