MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

transport, while our interest in that particular model is merely a desire.

That is why when analysing our positions it is essential to identify our real needs and distinguish them from our wants. Needs will have a much higher value for us.

When carrying out this type of analysis, it must be borne in mind that the estimates we make about the needs and resources of the other party may often be only guesswork, with the consequent margin of error that this may produce. It will be necessary to modify them as errors are discovered during the negotiation process. For example, if we mistakenly believe that the other party has liquidity problems and therefore wishes to defer payments or obtain other financial benefits, we will negotiate concessions that may not be in the interest of the other party. • What does it mean to negotiate on interest, and what about positions? • How can you know the hidden side of a negotiation? • How does power influence negotiation? • What is the difference between needs and resources? • What does Win/Win mean? As Samfrits Le Poole (1989, p. 21) points out, the desire to define the ideal negotiator goes back a long way. Callières, in an essay published in 1716 and entitled On the manner of negotiating with princes; on the uses of diplomacy, the choice of ministers and envoys and the personal qualities necessary to succeed in foreign missions, gives the following description: "The ideal negotiator has a quick mind, but unbounded patience; he knows how to be modest and yet firm, how to mislead without being a liar, how to inspire confidence without trusting others himself, how to charm others without succumbing to their charms, and he has plenty of money and a beautiful wife so that he can remain indifferent to all the temptations of 9.6. The behaviour of good negotiators

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