In my view, the best negotiator is an adaptable and responsive negotiator who knows
how to read the room. It’s not just about sticking to one approach or being rigid in
your style; it’s about understanding the dynamics at play and adjusting your strategy
accordingly. Whether you're in a boardroom or handling a workplace dispute, the
ability to pivot between different negotiation styles as the situation demands is what
sets truly effective negotiators apart. We each have our default negotiation styles.
Mine has always been to emphasise the relationship over the outcome, often to my
own detriment. In some cases, I avoid directly raising concerns, but at the same time
I am making these decisions based on my thoughts on how the other side is likely to
respond, and what approach is likely to get me closer to my longer-term objectives.
What Are the Core Negotiation Styles?
When we enter contract negotiations, our primary goal is to secure an outcome that
meets our objectives. Knowing exactly what that outcome looks like is crucial as we
develop our strategy to achieve it. For instance, if your aim is to close a sale with a
new customer, you’ll likely focus on approaches that foster strong relationships.
However, if you need to terminate a non-performing supplier, the relationship takes a
backseat, and the priority becomes achieving a satisfactory result.
The five core negotiation styles, adapted from the Thomas-Kilmann Conflict
Resolution Model, include:
1. Accommodating: Prioritises the relationship between the parties, aiming to
satisfy the other party’s needs while minimising conflict.
2. Avoiding: Prefers to stay neutral and avoid creating tension, often deferring
responsibility to others.
3. Collaborating: Focuses on joint problem-solving to create win-win scenarios,
often leading to innovative solutions.
4. Competing: Results-oriented, with a focus on securing the best outcome for
oneself, often with little regard for the relationship with the other party.
5. Compromising: Seeks to find a middle ground that is mutually beneficial,
where each party makes sacrifices.
How Can You Apply These Styles in HR and Commercial Negotiations?
Understanding these negotiation styles becomes particularly insightful when you
start recognising them in your day-to-day negotiations, whether in HR practice or
commercial settings.
Accommodating: In HR, this style often comes into play when negotiating
with employees or internal stakeholders. For instance, when resolving a
workplace conflict, you might accommodate an employee’s request to
maintain harmony within the team. In commercial negotiations, you might
accommodate a counter-party’s position to resolve a contentious issue,
especially if the long-term relationship is more valuable than the specific terms
at hand.
Avoiding: This style can be useful in HR when deferring to other experts for
deeper analysis, such as when complex legal or compliance issues arise. In
commercial settings, avoidance might occur if a counter-party is particularly
inflexible, and you prefer to keep things neutral to avoid escalating the
situation.
Collaborating: HR professionals often use this style when developing policies
or resolving disputes that require creative solutions. For example,
collaborating with various departments to create a flexible work arrangement
policy that meets everyone’s needs. In commercial negotiations, collaboration
is ideal when working on custom solutions or developing long-term
partnerships. It’s about finding that win-win solution that benefits all parties.
Competing: This style is sometimes necessary in both HR and commercial
negotiations, particularly when there are non-negotiable elements, like
adherence to strict compliance requirements in HR or critical contract clauses
in commercial deals. However, it’s important to be cautious, as an overly
competitive approach can strain relationships.
Compromising: In HR, compromising might be the best approach when
dealing with workplace disputes where neither party can get everything they
want, but a middle ground needs to be found to move forward. In commercial
negotiations, compromising is useful when time or resources are limited, and
collaboration isn’t feasible, but a resolution is still necessary.
How Do You Respond to Different Negotiation Styles?
In any negotiation, there are always two (or more) parties involved. After you identify
your desired negotiation strategy, it’s just as important to determine which style your
counterpart is using. This insight helps you decide whether to adjust your style to
achieve the desired outcome.
Accommodating: If you’ve decided to accommodate a counterparty’s
position, don’t hesitate to highlight this concession, especially when it’s time to
stand firm on other issues. In HR, you might use this tactic when managing
employee expectations during negotiations for benefits or workplace
conditions.
Avoiding: If an issue is being avoided, make sure it’s appropriately
addressed, either by delegating it to the right experts or by approaching the
issue directly if necessary. This approach is particularly useful in HR when
dealing with sensitive issues that require a delicate touch or in commercial
negotiations when avoiding confrontation might be strategic.
Collaborating: Stay open to new solutions and involve subject matter experts
in the process. In HR, this might mean collaborating on a new initiative with
cross-functional teams. In commercial negotiations, collaboration can lead to
more innovative and sustainable agreements.
Competing: Avoid reacting aggressively to a competitive counterparty.
Acknowledge the importance of their position, and if necessary, take a break
to reassess. In HR, this style might be used when negotiating terms of
redundancy or when enforcing company policies. In commercial settings, use
this style sparingly to avoid damaging long-term relationships.
Compromising: When collaboration isn’t possible, and you’re short on time
or resources, compromising might be the best option. However, ensure all
areas of conflict are addressed to avoid future issues. In HR, this might mean
finding a fair middle ground in salary negotiations, while in commercial
settings, it could involve balancing conflicting interests to finalise a deal.
What Are the Key Takeaways?
Negotiation is inherently dynamic and often requires an iterative approach. With well-
thought-out strategies, you can plan when to use certain styles to achieve your
desired results. Learning these styles not only helps in planning your approach but
also in pausing and identifying the best response to a counterparty’s style.
The collaborative style, in particular, is often seen as incorporating the best aspects
of other styles, making it especially effective in both HR and commercial negotiations
where long-term relationships and strong outcomes are crucial. However, every
negotiation style has its advantages and risks, and sometimes one style may be
more appropriate than another depending on the situation.
Understanding and mastering these negotiation styles allows you to navigate the
complexities of negotiation with greater confidence and effectiveness, ensuring that
you not only achieve your desired outcomes but also maintain strong relationships
along the way.
Q&A
Q: How can I identify my counterpart’s negotiation style? A: Pay attention to
their behaviour and responses during the negotiation. Are they more focused on the
relationship or the outcome? Do they avoid conflict, or are they more assertive?
Recognising these patterns can help you identify their style and adjust your
approach accordingly.
Q: Can I use more than one negotiation style in a single negotiation, especially
as a HR officer? A: Absolutely. In fact, being adaptable and responsive is key to
successful negotiation. You might start with a collaborative approach and then shift
to a more competitive style if the situation demands it. The best negotiators are
those who can pivot between styles as needed.
Q: What books can help me improve my negotiation skills? A: Some popular
books on negotiation include "Getting to Yes" by Roger Fisher and William Ury,
"Never Split the Difference" by Chris Voss, and "The Art of Negotiation" by Michael
Wheeler. These books offer valuable insights into different negotiation strategies and
how to apply them effectively.
Further Reading:
"Getting to Yes" by Roger Fisher and William Ury
"Never Split the Difference" by Chris Voss
"The Art of Negotiation" by Michael Wheeler
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