A negotiation can either be casual or formal. When you engage in it, there are really no strict rules to follow. However, there are standard approaches that you can use as a guide to be a better negotiator.
Salary Negotiation Technique : You and Your Boss Cultural Differences
Before you start negotiating, you should take into consideration possible differences in culture from either side. Oftentimes, culture can affect the attitude and effectiveness in communication. For example, when there is no extra effort exerted to hear or absorb what the other party is saying, you might highlight the wrong idea or distort what was said.
This is not really intentional, but cultural differences can really cause confusion in any negotiation. So to avoid this, you have to make sure that you speak clearly and carefully. Phrase your words in a manner that will be understood by everyone. Getting feedback or requesting the other person to repeat what you said can be very helpful in this endeavor.
Salary Negotiation Technique : Adversarial Approach
In common law, the truth is uncovered by presenting evidences on each side while fiercely defending each other’s position. Such contest will certainly cause resentment and anger.
But even if it’s inappropriate for business negotiations, this type of approach is still being used today. Think about it, if a participant is always bargaining for their position, it would force everyone to prove their point and win small arguments of the battle.
The result would be a dragging process that ultimately increases the cost and time of arriving at an amicable settlement, if one could ever be achieved at all.
Salary Negotiation Technique: Principled Negotiation
The best method to negotiate is called principled negotiation. It was developed by William Urey and Roger Fisher in relation to their book “Getting to Yes,” which is a certified best-seller.
According to the book, there are four basic points to reach an agreement efficiently:
People
Most of the time, people in high positions have too much egos in their head. But in order to resolve conflicts, you have to remind the negotiators to back down and work together in solving the issues. You’ve got to attack the problem and not the people.
Interests
The object of the negotiation should be to satisfy the interests of everyone present. Look at the overall objectives, rather than specific vested interest of each participant.
Options
As much as possible, avoid making decisions under pressure. Think of a wide range of solutions before picking the best one that will be mutually beneficial to all concerned.
Criteria
When the interests and objectives of the parties are totally opposed, there is no choice but to base the decision on business or industry standards. Fair and objective criteria can be used such as law, custom, market value, or expert opinion.
In all stages of the process – analysis, planning, and actual negotiation – these principles can be used at all times. It allows the parties to reach a mutual agreement without all the doubt, resentment, or anger that usually occurs during negotiations. The key here is to focus on mutually satisfactory options that will benefit all. If a wise agreement is reached, it will foster a rewarding and long-term relationship among the negotiators. GP