The Negotiation Checklist - Simons and Tripp.pdf

Both parties know that the other is doing this just

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Both parties know that the other is doing this; just the same, each party expects the other to justify an offer as fair by showing how an offer complies with some fairness norm. Because offers that are unaccompa- nied by a fairness argument will rarely be accepted, you should con- sider alternative norms of fairness for each negotiation. Ask yourself, Which ones justify your demands and which ones defeat them? Which ones best reflect your conscience? An associate of one of the au- thors, for example, faced a salary negotiation upon considering a new job. The potential employer stated an intent to pay “market value” and thought it fair to define market value as the salary that other starting local faculty members were paid. The job seeker, on the other hand, judged that as unfair and argued that market value should be defined as the salary paid to starting manage- ment-faculty members at compa- rable nationally ranked universities. The candidate thereby successfully redefined “market value” by describ- ing the salaries drawn by other graduates of his program who took management-faculty jobs. Since the employer had already agreed to pay market value, the employer found itself making concessions to do the fair thing of acting consistently with its own stated principles. That example shows how a nego- tiation often hinges on a discussion of fairness. Prepare for each negotia- tion by considering alternative norms of fairness. 3. What topics or questions do you want to avoid? How will you respond if the other side asks anyway? You might find your- self in a position where there is something that you do not want the other negotiator to know. Your BATNA may be weak, for instance. Good negotiators plan in advance how to respond to questions they do not want to answer. Prepare an an- swer that is in no way dishonest but does not expose your weaknesses. Preparation means rehearsing your answer until you can deliver it smoothly, just as if you were practic- ing for a play. If you do not pre- pare and practice your answers to dreaded questions, then you risk an awkward pause or gesture that will tip off the other negotiator to a potential weakness. Awkward ges- tures might even cause the other party to believe you are lying when you are not. We suggest preparation so that you avoid looking like a liar when you tell the truth but choose not to reveal confidential informa- tion. If there are things you do not want to discuss, prepare your deflec- tions in advance and polish them until they are seamless. D. T HE R ELATIONSHIP B ETWEEN THE P ARTIES 1. Are the negotiations part of a continuing series? If so, what are the future conse- quences of each strategy, tactic, or action you are considering? Consider whether you expect or want to continue a business relation- ship with the party across the table. If the answer is yes, then you prob- ably want to be careful about using negotiation tactics that the other side might perceive as bullying, in- sulting, or manipulative. Extracting those last few additional concessions out of the other party is usually not worth the loss of goodwill.
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