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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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Whether you’re bargaining over the purchase of a new companywide computer network, coping with a possible infringement of patented technology, or seeking better customer service from a software supplier, uncertainty is a fact of managerial life.
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Contingent agreements offer an easy way to win at win-win negotiation. You pot the terms ou prefer into the agreement- based on your forecast of what is most likely to happen– and the other side accepts them, along with their alternative forecast.
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The overcome organizational resistance to contingent agreements, you’ll have to describe the benefits that balance the costs of complexity.
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Don’t worry if you and your negotiating partner disagree on what the future may hold. Contingent agreements allow you to sidestep the need to agree on whose forecast is most accurate.
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During negotiations don’t be afraid to bring up concerns about things that might possibly go wrong in the future; point out that such predictable surprises can be handled with contingent agreements.
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Contingent Agreements:
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Choose an agent when:
— You’re unfamiliar with the distance issues and rules
— Time or creates a barrier
— Poor relationships might get in the way
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