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    Little Book of Strategic Negotiation: Negotiating During Turbulent Times
    Little Book of Strategic Negotiation: Negotiating During Turbulent Times
    Little Book of Strategic Negotiation: Negotiating During Turbulent Times
    Ebook114 pages1 hour

    Little Book of Strategic Negotiation: Negotiating During Turbulent Times

    By Jayne Seminare Docherty

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    About this ebook

              Most books on negotiation assume that the negotiators are in a stable settintg.           But what about those far thornier times when negotiation needs to happen while other fundamental factors are in uproarious change deciding which parent will have custody of their child while a divorce is underway; bargaining between workers and management during the course of a merger and downsizing; or establishing a new government as a civil war winds down.           From Docherty's experiences in environmental/public policy negotiations and community development work. A title in The Little Books of Justice and Peacebuilding Series.
    LanguageEnglish
    PublisherGood Books
    Release dateOct 1, 2004
    ISBN9781680992519
    Little Book of Strategic Negotiation: Negotiating During Turbulent Times

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      Book preview

      Little Book of Strategic Negotiation - Jayne Seminare Docherty

      1.

      Negotiating in Turbulent Times

      Five-year-old Sarah Jones debates with her father about what clothes she will wear to school today. John, her eight-year-old brother, discusses with his mother the appropriate bedtime for a third grader. Their 16-year-old sister, Libby, strikes an agreement with her parents to exchange babysitting services on Saturday morning for gas money and the keys to the car on Saturday night. The parents spend Saturday morning at the car dealership haggling over the purchase of a new car. And, at their Sunday afternoon family meeting, the entire family discusses the relative merits of vacationing at the beach or in the mountains following summer. This is a family of accomplished negotiators.

      Negotiating is the most commonly used form of conflict resolution. It involves two or more people (sometimes called parties) who communicate with one another in order to promote shared understandings, overcome differences, reach compromises, or make mutually beneficial trade-offs. More books, articles, scholarly papers, and dissertations have been written about negotiation than any other method for dealing with human differences. Airport bookstores contain at least one book on negotiation that promises to make you more successful in your business endeavors.

      Negotiation involves two or more people or parties who communicate with one another in order to promote shared understandings, overcome differences, reach compromises, or make mutually beneficial trade-offs.

      These books tell you when to be a tough negotiator and when to be a soft negotiator. They promise to reveal the three secrets to winning through negotiation, and they give hints about when to share information and when to withhold information during bargaining. Some explain the phases of negotiation; they help you understand that negotiation incorporates agenda-setting, framing the problem, and narrowing the scope of differences between the parties. Most books and manuals on negotiation explore problem-solving, debate, persuasion, bargaining, and a host of other communication activities to achieve agreement around a particular problem. Some of this literature gives detailed explanations of cultural and gender differences in negotiation styles, helps you think about the impact of media attention on a negotiation, or guides you through the complexities of international multiparty negotiations.

      These important and interesting aspects of negotiation are not the subject of this book. Rather, this Little Book explores a dimension of negotiation that is not widely understood or even recognized in the literature: how changes in the context affect negotiation, and how these might be addressed or incorporated into the negotiation processes.

      Changing Contexts

      Often negotiations occur in the context of established relationships, as with the Jones family above. Or, they take place within established social structures such as the legal system or corporate settings. When negotiators encounter one another within relationships and structures that are generally peaceful and widely accepted as legitimate, they are working within a relatively stable sense of reality. Their relationship and interactions are governed by mutually understood norms and rules. These norms and rules are enforced through voluntarily accepted cultural understandings about how things ought to be done, or through formal rules of behavior and contractual obligation, or through some combination of both. This means that in stable settings, the parties can focus on their encounter with one another rather than on managing changes in their surroundings that might affect their relationship.

      A stable setting provides mechanisms that support the negotiation process, including the following:

      •   Mutually accepted rules of behavior.

      •   Shared norms of fairness.

      •   Relative certainty that the negotiators have a shared future.

      •   Institutions (formal or informal) that can enforce negotiated agreements.

      We all know, however, that life gets messy. Change happens.

      Sometimes change is thrust upon us. Our employer merges with another company or is bought out by a competitor. New government regulations force us to change our ways of doing business. The local school district decides to merge two schools because of a shrinking population.

      Sometimes we initiate change. We decide to end our marriage. We participate in an environmental advocacy campaign to force the government to change its regulations and practices. We initiate changes that will lead to greater ethnic, racial, and gender diversity in our workplace. We work in a war-torn country to promote an end to civil strife and violence.

      Most books on negotiation almost never ask the hard questions: How do we negotiate when life gets messy? How does an unstable environment alter the process of negotiation? How do we negotiate with one another when the institutions and structures that support negotiation are broken or missing? How do we negotiate with one another when we don’t share common understandings about how we should negotiate?

      During times of organizational and social change, the mechanisms that support negotiation are unclear, fragile, or completely missing. The parties negotiate in contexts in which there are likely to be:

      •   Unclear or disputed rules of behavior.

      •   Competing norms of fairness.

      •   Uncertainty that they have a shared future.

      •   Broken, non-existent, or controversial institutions or mechanisms for enforcing negotiated agreements.

      Who Can Use This Book?

      If you have ever tried to negotiate an issue but had difficulty identifying the parties that need to be at the table, this book is for you. If you have ever reached a negotiated agreement only to have new parties and new issues emerge to upset the agreement, this book is for you. If you have ever wanted to promote social change and were uncertain about how to use negotiation as a strategy for achieving your goals, this book is for you. In other words, this book is for anyone who has encountered a situation where established practices seemed inadequate.

      This book is an invitation to experiment with new ways of handling difficult negotiations rather than assuming that difficult situations make negotiations impossible.

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