He pointed out that negotiations would backfire, but what if we had to negotiate?


He pointed out that negotiations would backfire, but what if we had to negotiate?

There is a lot of talks and negotiations in people's lives, from making small rules with family and friends to labor-management negotiations over salaries and treatment at work. These negotiations are called "How to proceed advantageouslyMany studies have been conducted so far, but the important "after negotiation" has not received much attention. Morton Schweizer, a professor at the Wharton Business School at the University of Pennsylvania, pointed out from a psychologist's point of view that "you should consider whether to negotiate in the first place."

Getting Less: When Negotiating Harms Post-Agreement Performance by Einav Hart, Maurice E. Schweitzer :: SSRN

Hard Negotiations: Why a Softer Approach Yields Better Outcomes- [email protected]

“ It's a matter of negotiating that “ set a high goal that seems to be a challenge first and then gradually lower the hurdle, '' Schweizer said, and sometimes it takes an aggressive attitude or shows anger. This may lead to better negotiations, but such aggressive negotiations will ultimately have negative consequences. " According to Prof. Schweizer, negotiations often make it better not to enter negotiations in order to highlight conflicts.

He also states that, even if negotiations are unavoidable, the mutual interests should be considered first. Because negotiators are often colleagues or business partners of the same company, it's not always possible to "negotiate once and get a favorable result and then end."

Prof. Schweizer came to this conclusion when he conducted an experiment in which participants were exposed to company workers. In this experiment, we divided workers into "groups who negotiate wages with employers" and "groups who did not negotiate" and observed how negotiations affected their future work. As a result, even though the employer paid the workers the same salary, the "non-negotiating group" was more efficient than the "negotiating group".

Prof. Schweitzer analyzed the psychology of the participants, and found that the “ negotiating group '' was more likely to see the employer as an opponent, and that he was focusing only on the benefits gained by the opposition . The results of this experiment supported Professor Schweitzer's belief that "negotiations highlight conflicts of interest and degrade post-negotiation performance."

"It is important to recognize that negotiations are only a small part of human relationships and that they are only the beginning, so that before we begin negotiations naturally, We can look for ways to get it. " If you still have to negotiate, you can mitigate the negative consequences of negotiations by "sorting out the points where the problem is occurring and not letting the other party feel that your interests are in conflict." And that.

"For example, in the United States, 80% of the economy is in the service sector, which means that in many everyday life and business situations, service providers and recipients work together after negotiating the value of the service. Meaning that in order to build effective partnerships, it is important that negotiations do not hurt the relationship. " He stated that negotiations should not begin.

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