MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

agreements.

9.7. How the capable negotiator plans

• Planning time. No significant differences were found, although it is estimated that the time spent planning is not as important as the way in which this time is used. • Options considered . The good negotiator has a significantly wider range of outcomes and options, both their own and the other side's, to negotiate than the average negotiator. Imagination and creativity are two good qualities for the effective negotiator. Use your imagination and you will get better results. • Common ground. While all negotiators tend to focus on those issues on which they are in conflict, effective negotiators spend more relative time on those issues that are common and unite the two sides. • Negotiating in the short or long term . Today, all negotiations are conducted with the short term in mind, which is alarming. However, effective negotiators consider more intensely the impact that current agreements may have in the future. • Setting limits. Good negotiators, having more options to consider when negotiating, can expand their negotiation limits. In other words, if an average negotiator limits the areas to be negotiated to A and B, while an effective negotiator plans to negotiate A, B, C, D and E, the former is obliged to reach agreements in a narrow band of possibilities, while the latter can lose something in B and recover it in D and E. • Planning the sequence and the main problem . All negotiators have their ideal planning of the sequence in which the options at stake will be negotiated. Thus, for example, the above negotiator may state that "first I will raise A, then we will analyse B and finally I will attack with C, D and E". However, the planning of the sequence does not always coincide for all negotiating parties, or it creates difficulties for negotiators who have made their concessions conditional on the results they gradually achieve.

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