MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

Despite the losses that can result from setting negotiating limits that are too narrow, the mistake is not a serious one, since the agreement reached will be within our margin of satisfaction.

10.2. Where to negotiate and how to start

When the question arises as to where it is best to negotiate - at home, at the other party's home, or on neutral ground - many people say that it is always preferable to negotiate at home. There are undoubtedly great advantages to negotiating at home, but it is also good to analyse the associated problems and the advantages of negotiating on the other side's turf. Negotiating at home allows you to control the distribution of space, favours the possibility of creating the right atmosphere for each type of negotiation, guarantees that you have the information you need at hand at any time and can get the support of your collaborators in the moments of greatest tension. However, negotiating at home can be complicated when the negotiation becomes excessively acrimonious and we want to postpone it or break it off for good. We can't just get up from the meeting and walk out. Negotiating on each other's turf does not allow us to control the situation as well, but it will provide us with valuable information that would otherwise be impossible to obtain. Treading on the company of our suppliers or customers, getting to know their internal relationship systems, observing the status indicators of the other party and picking up on the style and external signs of others provides a great deal of indirect information that can help us understand the interests and desires of the other negotiator. Negotiating on no-man's land can be very valuable in particularly tough negotiations, but it is not advisable unless it is essential, as it denotes a lack of mutual trust, causes discomfort and increases the sense of competition.

Once the playing field has been decided, it is important to determine whether I

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