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Summary: You may be subject to attacks during a contract negotiation but our human resources and marketing director expert is here to teach you how to defend yourself in this free negotiating video clip.
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About the Expert
Barry Payne Barry Payne is a management consultant specializing in the behavioral aspects of management. He has worked in sales, marketing, personnel and planning roles ... read more
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Questions & AnswersHello. My name is Barry Payne on behalf of Expert Village. Negotiations can often be very tense. They can create anxiety and strong emotions. Now these can occasionally boil over into what I would call dysfunctional behavior for the negotiator. These pressures we feel cause us do things which work against us when we're facing the other side. Now we call these behaviors defend/attacks. Have a look at the slide. Now you see on the slide skilled people do a very small amount and occasionally will do virtually none of this. These statements are direct attacks of the other party. For example, you're being unfair, you're being mean, you?re being greedy, you're being dishonest. Now as soon as that starts flying about in the meeting people put their heads down. They're not prepared to make further proposals and what we want is for the other party to make more proposals so we can find one that can be useful to us. Now, I'll give you an example of this. It wasn't strictly a negotiation, but you notice if you look at the numbers carefully, that there's something a bit funny about them. Can you see what it is? It's the fact that skilled negotiators do not completely avoid this. They do a very small amount on occasion. Now this was a consultancy report by a major international consultancy organization to the board of directors for a huge multinational company and they'd been commissioned to have a look at the organization structure of the 700 people working in international headquarters. One of the biggest divisions was the planning and control division. You turn left at Hong Kong you might have reported. I mean when you print it out the report from the computer - it was about ten feet high. And the consultants were saying this organization needs to be cut right back. It's stifling the company. So the director, the last thing he wanted was to lose his empire and his name was Alex. So the American vice president of this organization was going through the presentation. He had one slide up saying "Here's what we found" of the business processes and another slide up saying "This is what we recommend". When he came to planning and control he said "That's what we found, that's what we recommend, let's move on". Alex said "Just a minute. You haven't asked me yet". He said "Alex, you're such a big shit no one wants to hear". Well, I mean it was such a shock the personnel director left the room. The managing director looked at his regional director and wondered what was going on. Alex nearly fell off his chair. He was breathless. He couldn't respond. So what am I saying here. None of these behaviors we talk about are goodie or baddie behaviors. There's always a case for using these things. However, I will give you a warning. If you use defend/attack behaviors there's always a comeback. Only thing is if you do what the old RAFs used to do which was fly out of the sun from nowhere and attack the other side and that's the way to do it don't start ending with irritators and move up to defend/attacks. You come in hard from both there and it's a knockout blow but if you do that make sure the person you're do it to is leaving the next day to work in a new branch of the organization in Hong Kong.
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