MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

identified with the person who tells him/her what he/she should do or with the fruit of his/her work. It is an essentially emotional power base. • Relational or referent power . The basis of power does not reside in the person who uses it but in people who are close to him. Thus, their power behaviour will be of the following type: "I am not an expert in communication, but my brother, who is the director of communication at Feagthar, SA, has told me that what you have to do is...". This power base is particularly delicate, as it includes all the others, and whoever uses it does not fully control the mechanisms at play. In the context of negotiation, it is necessary to add a new power base: time. In a negotiation, the party most constrained by the time constraint provides a power base for the other party. If time is not available, the agreement will be forced and possibly worse than what would have been achieved with more time and patience. We said in the definition of negotiation that in a conflict resolution process explicit proposals are discussed, i.e. rarely do the conflicting parties fully express the implicit needs that lead them to adopt their different positions. If we are negotiating with an employee to increase his or her remuneration, it is not only the financial level that is at stake. What is also at stake is whether or not it is close to his or her own remuneration, to his or her perception of the difference between the two statuses. Or, from the employee's point of view, whether or not he or she will be able to pay the mortgage on the semi-detached house he or she wants with this money. 9.3. Negotiating needs and positions

One could compare negotiation situations to an iceberg, where only a small part emerges for all to see while the base remains hidden.

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