MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

rather that a situation similar to the following is provoked, in which the other side uses the same negotiating tactics as we do.

The most normal situation is one in which both sides are willing to fight for their gains at the expense of the other's losses, and so the most likely outcome is a lose/lose dynamic that ends up breaking down the negotiation under mutual accusations of lack of interest in reaching agreements and excessive rigidity in one's own positions. Unfortunately, this happens all too often. At the same time, if the negotiation begins with positions such as those presented, it is very difficult for the parties to reach a Win/Win tactic, since the energies unleashed in the struggle will have caused a distancing that can only be recovered, on certain occasions, by the imperative need to reach an agreement, although even in this case with a high level of dissatisfaction on the part of the negotiators. But how can we achieve a win-win agreement? First, by avoiding negotiating on only one variable, because if we negotiate on only one parameter, any gain will be caused by the direct loss of the other. For example, if you negotiate with a printer and all that is at stake is the price, for every peseta you manage to cut, there will be a loss of the same value for the printer. In order to develop a win/win negotiation, it is essential to bring as many variables into play as possible . In the example above, in addition to price, delivery and payment deadlines, paper and print quality, pick-up and delivery services, future contracts, etc. can be considered. Having described all the variables that can be exchanged (considering both tangible and intangible values), we must analyse each variable in terms of its cost and value. All concessions that are exchanged in a negotiation have costs and values that

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