MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

problems that you raise with us from your department", the other manager interprets something like "So, in your opinion, we are the ones who flood you with problems because we do not know how to solve them ourselves", so that his response will be a defence of his team which, in turn, will be interpreted as a new attack, and so on and so forth. Effective negotiators avoid this type of conflict escalation to a greater extent by controlling their defences or avoiding entering into sterile discussions with the other party. • Labelling behaviours. Capable negotiators are more likely to give a prior indication of the type of behaviour they will use, as long as they do not disagree. - For example, instead of directly asking "What experience does your company have in work similar to this?", they would say "May I ask a question... what experience does your company have in work similar to this? Instead of making a proposal directly, they say "I am going to make you a proposal..." and they do it. - They prepare the listener and make it easier for them to focus their attention. - They allow the pace of the negotiation to slow down, giving the negotiator who introduces the labelling time to better focus his or her thoughts. - It eliminates a certain degree of abruptness through formal systems. - In contrast, it has been observed at the same time that average negotiators tend to label their disagreement behaviour with statements such as "I do not agree with what you are saying, because...", which allows the other side to prepare and start thinking about a counter-reply. This nuance in behaviour has several advantages:

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