Negotiation Framework: Focus On The Problem

Too often personal relations become entangled with the substantive issues under consideration. Instead of attacking the problem(s), people attack each other. Once people feel attacked or threatened their energy naturally goes to defending themselves, and they loose focus on the problem at hand.

The key, then, is to focus on the problem—not the other person—during the negotiation. Avoid personalizing the negotiation and framing the negotiation as a contest. Instead, try to keep the focus on the problem to be resolved. In Fisher and Ury’s words: “Be hard on the problem, soft on the people”.

Focus on the problem

By keeping the focus on the problems or issues and not the personalities, negotiators are better able to let the other person blow off steam. On important problems it is not uncommon for people to become upset, frustrated, and angry. However, one angry attack produces an angry counterattack, and the discussion quickly escalates into a heated argument, an emotional chain reaction to be avoided during a negotiation.

In some cases people use anger as a means of intimidating and forcing concessions because the other person wishes to preserve the relationship. When people become emotional, negotiators should keep a cool head and remember the Old German proverb, “Let anger fly out the window.”

In other words, in the face of an emotional outburst, imagine opening a window and letting the heat of the anger out the window. Avoid taking things personally, and redirect personal attacks back to the question at hand. Don’t react to the emotional outburst, but try to find the issues that triggered it.

Skilled negotiators keep their cool under stressful times and, at the same time, build a bond with others by empathizing and acknowledging common sources of frustration and anger.

Separate the people from the problem

While it is important to separate the people from the problem during actual negotiations, it is beneficial to have a friendly rapport with the other person prior to negotiating. Friendly rapport is consistent with the social network tenet introduced in previous articles about building a relationship before you need it.

Reduce the likelihood of misunderstandings and getting off on the wrong foot by having a history of interacting in a friendly, responsive manner with the other person. If, in the past, the relationship has been marked by healthy give-and-take, in which both parties have demonstrated a willingness to accommodate the interests of the other, then neither individual is likely to adopt an immediate win/lose perspective. Furthermore, a positive relationship adds a common interest beyond the specific points of contention.

Not only do both parties want to reach an agreement that suits their individual interests, but they also want to do so in a manner that preserves their relationship. Each is therefore more likely to seek solutions that are mutually beneficial for the negotiation.

- Advertisement -

Related Posts

Risk Management Framework: Risk Response Development

When a risk event is identified and assessed, a decision must be made concerning which response is appropriate for the specific event.This will be...

Risk Management Framework: Probability Analysis

Probability analysis is one of the techniques that can be used in the Risk Assessment process. Although there are many statistical techniques available to...

Risk Management Framework: Risk Assessment

The Risk Identification Process produces a list of potential risks. Not all of these risks deserve attention. Some are trivial and can be ignored,...

Risk Management Framework: Risk Identification

The risk management framework begins by trying to generate a list of all the possible risks that could affect the project. Typically the project...


Please enter your comment!
Please enter your name here

This site uses Akismet to reduce spam. Learn how your comment data is processed.