Becoming a Skilled Negotiator by Kathleen Kelley Reardon

By Kathleen Kelley Reardon

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One might, for exam­ ple, describe a prior negotiation similar to the one at hand, pointing out that the real interests of both parties were never made evident and so prevented them from reaching an agreement. This storytelling approach has other uses as well, but as a way of encouraging others to share information, it can be an effective tool. More direct approaches involve making statements that indicate one’s awareness of hidden agendas or disguised intentions (“There’s no hiding the fact that we are both aware .

A business executive who served on his company’s corporate con­ tributions committee told me of a case in which a simple, environmentaltering tactic improved a grant applicant’s leverage. Funding providers receive far more applications for financial support than they can respond to favorably. When service agency directors are able to obtain an appointment, they tend to arrive with hat in hand, allowing the power to rest entirely with the person on the “business” side of the desk. The executive had agreed to meet an agency director who ran a small program (we’ll call it “Born Free”) that encouraged inner-city youths to avoid gangs and find other avenues of self-expression.

13 20 THE SKILLED NEGOTIATOR Mandela knew that success in negotiation requires a thorough understanding of “the enemy” or the other side. He recognized the need for patient determination backed by thorough research and a clear understanding of the ultimate goal. This is the hallmark of a great negotiator, the kind who can change the course of history. The point is that negotiations are multifaceted, relational, and often long-term interactions. Categorizing them as “win-win” or “win-lose” distorts the true nature of the process and limits the potential out­ come.

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