Archive for November, 2009

By Karen S. Walch, Ph.D.

In the realm of classic power, the most preeminent negotiators are those who strategically plan to control the future. This ultimately means a negotiator must be able to predict another’s intentions in order to pressure them to do things they would not necessarily do. Sun-tzu in the 4th century B.C. reminded strategists that foresight comes not from the spirits or astrology, but can only be derived thorough insight into another’s mind. This week’s law of power explores classic interview and interrogation tactics and the ways in which they increase negotiation leverage. Gathering information through spies or through one’s own superb elicitation skills are the most classic “mind reading” tools available.
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By Karen S. Walch, Ph.D. 

France’s 16th century politician and thinker Cardinal Richelieu wrote that “if one foresees from far away the designs to be undertaken, one can act with speed when the moment comes to execute them.” As a scholar and practitioner of power, Richelieu found that most people focus on their immediate circumstances and that plans are usually based on dreams. Richelieu cautioned that those who are careless, have no plan and rely on open-ended dreams often become overwhelmed by circumstances and are rendered powerless.
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Bridging Cultural Barriers, by Boyé Lafayette De Mente

Cheng (chuung, or personal loyalty) is one of the ethical and moral concepts that has been a primary element in Chinese culture since ancient times. Westerners are, of course, familiar with the concept of personal loyalty and are well aware of how important it can be in their lives. But the Western view and importance of personal loyalty pales when compared with that of the Chinese. This is because historically the Chinese never have been able to depend upon their governments to detail and defend their rights with laws that applied to everyone. They were on their own when it came to avoiding problems, protecting themselves, and surviving in every sense of the word.
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By Karen S. Walch, Ph.D.

In classic theories of power, it is asserted that the ability to precisely discern the interests of others is the most important skill in gathering and conserving power. Without it you are “blind” because you may think, for example, you are flattering someone, but you risk insulting them and losing necessary influence to achieve your goals. “Never rely on instincts,” classicists warn negotiators. Mistakes are made too often when negotiators act without an informed strategy.

Joseph Duveen, a 1920s art dealer, wanted to negotiate with Henry Ford to purchase the worlds’ greatest collection of art for that time. Duveen did not comprehend that Ford, although quite wealthy, had very simple tastes. Ford ultimately did not want to purchase the art from Duveen but was happy to accept a colorful book of the reproductions Duveen brought to the negotiation.
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Bridging Cultural Barriers, by Boyé Lafayette De Mente

When the Spanish conquistadors took over Mexico in 1521, the “laws” they themselves followed and began attempting to impose on the large native Indian population were a mishmash of Catholic dogma and Islamic customs. Following the successful Mexican rebellion against Spain about 300 years later (1810-1821) the new Mexican government instituted a variety of reforms in the legal system that were to be on the books until the early 1860s … but generally were not enforced.
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Global Chameleon, by Vincent Daniels

As with most pursuits that involve theory and practice, there are keys to being successful at negotiating. These crucial elements of negotiating, which include power, information, time, strategy, people, questions (& answers), obstacles, cycle, courage and patience, must be fully understood in order to win more than you lose. The first key to successful negotiating is to understand and use power in the negotiation. It is also crucial to be able to detect what power the opposition has, and whether this “power” is real or merely a tactic — the power play. If it is a tactic, how do we disarm it?
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By Karen S. Walch, Ph.D.

Thucydides in 400 BC wrote in the Peloponnesian War that Pausanias, a Spartan, lost his status and power within his own ranks because of his lack of cultural awareness. In Pausanias’ case, he “went native” by falling in love with and flaunting the joys he found in Persian culture and luxury. Pausanias held his own native Greek culture of simplicity and discipline in distain. In classic laws of power, this outward infatuation with the foreign and disregard for one’s own national culture is offensive and subject to punishment. 
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