Читать книгу The Negotiation Book - Gates Steve, Steve Gates - Страница 10

Values such as fairness, integrity, honesty, and trust naturally encourage us to be open. Personal values have their place within any relationship but business relationships can and often do exist, based on different value sets.

Values are usually deep-rooted and many people feel very defensive about them, as if their very integrity was being challenged. The point here is that they are not right or wrong. I am not suggesting that effective negotiators have no values – we all do. However, in negotiation, when you are involved in a process, what you do and what you are need not be the same thing. This is not about challenging who you are, but it is about helping you to change the things you do.

If you want to remain loyal to your values during negotiation there is nothing wrong with this. However, others may not be as faithful to theirs, which could leave you compromised. In other words, if you choose to be open and honest by, for example, sharing information with the other party and they decide not to reciprocate, guess who will gain the balance of power? And how appropriate is that?

Where natural economic laws, such as supply and demand, result in people doing business with each other, a cooperative relationship can help to create greater opportunities but it is not always critical. Trust and honesty are great corporate values: they are defendable and safe, especially when you have a business involving hundreds or thousands of people buying or selling on behalf of one business. They also help promote sustainable business relationships. However, in a negotiation, these values can be the root of complacency, familiarity, and even lazy attitudes that end up costing shareholders money. I remain a strong believer in collaborative relationships but with the emphasis on optimizing value whilst ensuring the best interests of all involved.

The case for collaboration

If you prefer collaborative negotiations it could be because:

• you need the commitment and motivation of the other party in order to deliver on what you have agreed;

• you prefer to work within a range of variables that allow you to consider all of the implications and the total value in play;

• you regard it as a better way of managing relationships; or

• you simply fear conflict and the potential negative consequences of the negotiation breaking down.

Whatever your reason, you should ensure that it is because it’s more likely to meet your objectives rather than simply a style preference that provides for a comfortable environment. How appropriate this is depends on how honest you are with yourself about your motives and the benefits that collaboration will bring.