By Kathleen Kelley Reardon
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Extra info for Becoming a Skilled Negotiator
She thought in terms of versatility, not intransigence. Certainly, negotiators who take a learn ing approach have outcomes in mind and work toward their achieve ment, but they realize that until they know what matters to the other side, they won’t achieve what matters to them. They realize, too, that versatility fosters better relationships—and in negotiation, relation ships are critical to success. Approaching negotiation with such a ver satile mind-set, as negotiation scholar Linda Putnam puts it, “centers on the way that the task of negotiating can serve the relationship rather than the reverse.
Let’s see how Jim might have altered the course of the negotiation to his favor: Jim: My review is coming up, and I thought it would be a good time to talk about my salary. I understand that several of my colleagues have had their scales upgraded. Bob: You know I can’t talk about individual personnel issues, Jim. Those are conﬁdential. Jim: You’re absolutely right. And I’m only interested in the level of compensation my work merits. Bob: Have you gone over your written performance objectives? Jim: They’re tattooed on my forehead.
IN REVIEW This chapter has been devoted to ways of thinking about negotiation. These form the foundation for strategies to be covered in subsequent chapters. Because we are taught from an early age to spare other peo ple offensive information and to avoid wearing our hearts on our sleeves, we learn to choose our words carefully in most circumstances. This makes the critical information-gathering aspect of negotiation a challenging process. If all of us, at all times, were to place all our cards on the table, so to speak, there would be little need for interpretation of motive and meaning in negotiation.