Regardless of their origin, a strong BATNA, a powerful role, or a sense of power are critical to improving negotiated outcomes. When preparing for a negotiation with a powerful counterparty, try to increase your own sense of power at as many of these levels as possible. The Harvard Law School Negotiation Program, 501 Pound Hall, 1563 Massachusetts Avenue Cambridge, Massachusetts 02138. Power can affect how parties create value in a negotiation, which is the process of expanding the pie or finding mutually beneficial solutions. Parties with more power tend to have more influence, resources, alternatives, and information, which can help them generate more options and influence the agenda.
However, power can also have negative effects on value creation, such as reducing creativity, cooperation, and empathy, and increasing resilience, defensiveness, and conflict. Therefore, the parties with the most power must use it intelligently and strategically, and avoid being coercive, arrogant, or aggressive. Legitimate power is used in many ways during negotiation. People with a lot of legitimate power could use their positions of authority to “instruct” other parties to follow certain procedures.
Depending on the person's authority, the other actors in the negotiation could follow what is decided, fully relying on the abilities of the person in authority. The power of information is often used in a distributive way, so that information is manipulated to control the options available to the other party. For example, the other's choice of behavior is influenced by sending positive information about the option we want them to choose or by hiding information about an option that we don't want them to choose. You are only as powerful as others perceive you to be, which is limiting if you don't understand how they see the situation.
Power can be real or perceived, or as subjective as it is objective, because it exists in people's minds, even if the other party depends on you or is independent of you. Power can change, be created from time and circumstances, it can be used to nurture or to exploit, so a skilled negotiator must clearly understand it. Power that an individual has the capacity to present or exercise in negotiation. The negotiator's underlying ability to benefit from the agreement.
The particular location in the structure allows people to become powerful because of the way in which their actions and responsibilities are integrated into the flows of information, goods and services, or contacts. Parties with more power tend to have more confidence, assertiveness, and flexibility, which can help them to make more favorable offers, concessions, and demands, and to achieve better results. Who you are as a person can be a great source of power, so it's always worth investing time and energy in developing character traits such as persistence, tenacity, confidence, and comfort with tension. Among these factors, power and trust play a crucial role in shaping the way in which parties create and claim value in a negotiation.
The third type of power, psychological power, is explored and its potential to establish a positive mindset at the negotiating table is outlined. Resource power is the control of resources and the ability to give them to someone who will do what they want and to keep them (or take them away) to someone who doesn't do what they want. One type of power, defined as the lack of dependence on others, affects the negotiator's negotiating style in more ways than one, while another type of power, defined as role power or the ability to influence results through one's own position, can have a greater impact on negotiators other than the person in a position of power depending on their role in an organization. Finally, control and manage your levels of power and trust, showing yourself confident but not overconfident, assertive but not aggressive, cooperative but not naive, and fair but not generous.
Power is a general theme that guides the selection of the strategic orientation, objective, plan and tactics employed in a negotiation. In addition, identify the other party's sources of power and trust, and how they perceive and react to their own. So, the benefits of power in negotiation are clear, but how do you get it? Negotiation research has revealed that power has a lot to do with psychology. Culture often determines what types of power are considered legitimate and illegitimate or how people use influence and react to influence.
Adapt your power and trust strategies, such as your objectives, interests, options, offers, concessions, demands and communication style, to the situation and the other party. Galinsky, negotiation, negotiating table, BATNA, best alternative to a negotiated agreement, in negotiation, negotiated agreement, negotiation with your boss, negotiation, bargaining power, negotiation process, negotiation research, negotiation skills, negotiating table, negotiators, power in negotiation, types of power in negotiation. .