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Some experts suggest that agents can prevent negotiations from discovering the trading zone—from making the transition from adversaries to cooperative problem solvers. According to this logic an agentry have personal interests that clash with those of his principal, and this could keep negotiators from finding common ground.
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When you’re approaching a new kind of negotiation, you need to be able to recognize when you’re in over your head. In such cases, it might be smart to quit before you even begin. That is, it may make sense to have someone more experienced take your place at the table.
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Agents are often in the best possible position to create value sine they can take a less competitive stand toward the other side, at least at the outset of a negotiation.
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Winning at win-win negotiation in internal situations requires the same commitment to getting into the trading zone, and creating and then claiming value, as winning in negotiations with external partners.
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The best way to work work out these internal conflicts is through direct negotiations among those affected by proposed management changes. Efforts to impose solutions from the top, although still the norm, are not as effective as agreements reached voluntarily by those who know the most about whatever has to be worked out and by those who have to implement new ways of doing business.
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Winning at win-win negotiation with strategic part partners requires a light touch. When long-term relationships between companies or negotiating partners are important, how much you win in the short term (in a single deal) is less important than maintaining relationships and leaving open the possibility of doing especially well in future interactions.
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When the other side is a key strategic partner:
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The challenge for strategic allies is to move effortlessly into value creation and only after that fall back on value distribution, with an emphasis on fairness and trust.
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Avoid surprising partners you care about. No one likes surprise in a negotiation. We want to believe we’ve considered all the possibilities internally before coming to the negotiation table. Surprise reveal that we’re unprepared, and they also ex-pose us to risk.
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Emphasize the relationship’s long-term importance. When a business relationship is critical, we need to devote not only more time and energy to it but also more of ourselves. By getting to know your partners on a personal lever, you can create social capital—goodwill or trust you can draw on over time.
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