The art of negotiations
The negotiations take place in all spheres of human activity—home affairs, business transactions, organisational matters, issues impacting human conditioning, transforming beliefs, and many more aspects. The sole purpose of negotiations is to attain win-win situations, but it is a hard task, irrespective of the nature of the issues under consideration.
In any negotiation, there are two sides. Both sides think about winning themselves. When they elevate their purpose of negotiations to gaining for both of them, the purpose is hopefully achieved.
Normally, one side knows only the extent of their benefits. They ignore the loss to the other side. Ultimately, it becomes a win-lose phenomenon.
When both sides are just and truthful, reaching agreements becomes easy. Working on certain common principles also makes the negotiation process smooth. The crux is listening to the views and reasonings of the other side as deeply as possible. Somewhere, we are selling services or products. We adopt a particular standard. It is okay. But when we are customers, we change our positions. It is a double-standard approach and goes against the norms of win-win situations.
When we consider our own benefits, we may have the upper hand in the process, but normally it is a short-term gain. To achieve long-term benefits, it may be imperative to sacrifice something today to get the best outcomes after a period of time for both sides.
Vision-based negotiations pay more than view-based approaches. When the vision of all stakeholders is one, there is no chance of driving the issues under discussion in varying directions.
Let us take an example of negotiation between individuals.
When we are pursuing any issue with our dependents just keeping our high expectations in mind and ignoring the interests of the dependent, the merging of points of view to one level remains nothing more than our dream. It was not a process of negotiation but rather an imposition.
At the collective level, we negotiate to boost production. All participants need to be fully convinced to give 100 percent. If it happens, both organisations and workers will reach their optimal paradigms.
Negotiation must aim to benefit all for the next decade or more than this span. It requires thorough preparation before coming to the table for negotiation. When both sides are equally concerned about long-term well-being, including progress, many hurdles are naturally eliminated.
Things may be irregular, but it is the task of negotiators to identify the pattern of agreements.
Ingredients are the same, but a good cook makes the food more nutritious and tasty. An expert negotiator’s job is like that of a renowned cook.
Options for anything are many, but participation in negotiation with a fixed mindset defeats the whole purpose. Likewise, preconceived opinions distort the whole picture.
Remember that situations are seldom made better by chance but mostly by listening to each other.