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At every moment in a negotiation, your counterpart is sending unspoken messages. If your substantive preparation is sufficient and your general confidence level high enough, you can devote more of your attention to picking up these important signals.
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In a business negotiation, o matter what assumptions you bring to your first session, you have to listen closely to discern whether your counterpart is behaving as you expected.
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Overall, our work to date suggests that business negotiators would benefit from building a repertoire of improvisational capabilities, including attentiveness, flexibility, and a willingness to take advantage of the element of surprise.
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The best negotiators know how to turn moments of surprise into opportunities to create something of value and significance.
Just as jazz musicians spend long hours learning to be spontaneous, negotiators will have more opportunities to get into the tasing zone and claim more than the other side if they enhance their improvisational skills.
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Organization may need to invest in building their facilitation capabilities, either by training employees or hiring outsiders. In the long term, these costs pay off in the form of better decisions as well as employees, customers, and constituents who are more satisfied. Wining at win-win negotiation requies a commitment to consensus building.
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Instead of making decisions by majority rule, build consensus:
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Consensus building is the best alternative when a majority is not enough to ensure legitimacy and effective implementation.
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Consensus building taps the knowledge and skill of everyone in a group. It doesn’t depend on the strength of the leader or a bare majority to push through a winning agreement.
It gives everyone an inventive to keep searching for ways to create value when the going gets tough, since there won’t be any agreement until almost everyone gets on board.
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When one side suspects that the other has failed to live up to contractual promises, it might want to reconvene to discuss the possible breach. Negotiators can avoid such potentially awkward encounters in advance by setting fixed dates to meet and review progress during the lift of a contract.
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To reduce the likelihood of going to court at the first sign of difficulty, consider carefully spelling out informal dispute-handing clauses in your contracts.
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