Archive for February, 2010

By Karen S. Walch, Ph.D.

Many classic notions of power require negotiation tactics of psychological manipulation. A Machiavellian manipulator, for example, conceals aggressive intentions and behaviors, and uses tactics which prey on the psychological vulnerabilities of a counterpart. Psychological manipulation is a type of social influence that classic power theorists have espoused for centuries as a way to change the perception or behavior of others. In the contemporary negotiation environment, such tactics are often counter productive and come largely at the expense of one’s negotiation partnerships. This week’s law explores the realm of social influence tactics many negotiators consider too manipulative and abusive.
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By Karen S. Walch, Ph.D.

Classic power theorists have long asserted that those who possess power in a negotiation are those who are motivated and able to win in our fiercely competitive limited-resource world. Because of the fundamental structure and reality of fixed time, capital, and property, Machiavellian negotiators believe that the one who claims the largest share of those finite resources wins. It is fundamental that a negotiator develops a strategy and requisite tactics in order to accomplish one’s goals in the struggle for products, benefits, money or time. A manipulation strategy, therefore, justifies the tactical means of duplicity and deception.
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By Karen S. Walch, Ph.D. 

The Machiavellian moral and rational pursuit of egoistic self-interest is a critical cornerstone to classic negotiation strategies. Machiavellian strategists assert that the need to exert control over others is primary in the advancement of one’s own interests and the protection of the collective. This quest is often perceived as controlling behavior to many negotiation counterparts today and, thus, not respected or ultimately effective. This seeming oppressive behavior does not successfully resolve many of the complex personal and professional problems faced by many negotiators today. As we conclude our focus on self-interest in the series, this week’s law will explore ways to redefine self-interest and how to advance your interests and accomplish your goals without giving up your own needs or insulting your counterparts.
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By Karen S. Walch, Ph.D.

It is often said by classic power strategists that fear is stronger than trust. A primary goal of a classic strategist is to use fear to elicit compliant behavior from others in a negotiation. The logical and rational approach in a survival situation is defending one’s self-interests at all costs through strategies of fear. As I leave Madrid after attending a conference on trust, it has given me an opportunity to think about this topic in new ways. This week’s law will focus on how much of today’s research and practices in international relations and business relations highlight how strongly we depend on trust.
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