MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

Keep in mind that the real negotiation does not start until the initial positions are put on the table; until then, everything you have done belongs to the preliminary phase: creating a climate of trust, setting out the basic objectives, etc. We should not block ourselves at this stage, any position from the other negotiating side is possible. They are only presenting us with the initial position. From this moment on, we must analyse how far we are from the opponent, remember how far we are willing to go and, above all, listen actively: ask questions, look for the real needs of the other party, find out what is behind their demands and be firm without being rigid.

10.6.3. Development and diagnostic phase

The objectives inherent in this phase are:

• Identify the hidden needs of the other party. • Check one's own resources as elements that can really meet the needs of the other. • Check the value of our resources and assess the degree to which our assumptions about the other's needs are correct. It is no coincidence that this phase is often referred to simply as the diagnostic phase. In fact, the key to any negotiation is essentially to diagnose the real needs of the other party and one's own needs in order to discover where a mutually valid point of agreement can be found. We have already said it before, but we want to insist on it: it is not about gaining anything, it is about covering our needs while covering the needs of the other person, because otherwise it is difficult for them to give us what we need.

In this phase, concrete steps towards agreement must be taken, concessions must be made that allow the other to make them as well; but, above all, the needs

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