The Logistics

All negotiations are subject to logistics – the timing, the means of communication and the location. The logistic elements can be used tactically to support any style.

Timing

Timing can have an enormous impact on a negotiation. If too far in advance of anyone’s needs or wants, people will see little point in finding the diary space or commitment to get started. If too near a deadline, an agreement can be rushed and not thought through. The former might be preferred by the pushover (there’s no pressure); the latter by the toughie (exerting lots of pressure!).

And springing a ‘surprise’ negotiation on someone is not a good idea either. Everyone must have adequate preparation time, even if they choose not to use it effectively.

What would the collaborator do? Agree a future timetable for discussion, setting interim and completion deadlines.

Deadlines will focus attention and ensure that nothing is rushed at the last moment – they should be agreed before negotiations start. And to prevent someone having to leave a negotiation when on the edge of an agreement:

Agree in advance how much time the parties should allow for each negotiating session.

What other timing considerations are there?

• What would be a reasonable time for all parties to arrive at (and leave) a location, without being exhausted or perhaps jet-lagged?
• Can avoidance of interruptions be promised – or should extra time be allowed for them?
• What breaks (for food and/or drinks) should be provided and for how long?
• What contingency time should be planned in case the negotiations stall?

Time-outs

Successful negotiations are made with due thought as to what is being agreed.

Planning should therefore include ‘time-outs’, so people have the time to think and/or consult others. Time-outs should:

• Be introduced in the ground rules at the start of a negotiation.
• Be encouraged.
• Be granted on request.
• Be of agreed duration before they are taken.
• Have suitable rooms available (that is, equipped with appropriate communications technology and have a high degree of privacy).
• During time-outs, all parties should leave the negotiating room. This avoids undue pressure on those in time-out – ‘…we must hurry, the others are waiting for us’.

Time-outs can still be requested, even if negotiating telephonically.

Calling back in ten minutes with the right response is infinitely better than an immediate wrong one!

The Means of Communication

Negotiations are generally easier when undertaken face-to-face. Face-to-face communication has less chance for misunderstandings (or more precisely, early recognition when misunderstandings may be occurring). It is also easier to build a rapport (and therefore trust) in such situations. A warning to this would be that face-to-face misunderstandings can still occur – not least if a party is communicating in their second language.

Not all negotiations are undertaken face-to-face. They could be done by letter or email (even ‘texting’). Telephone/video conferencing could also be used. Certainly, the preamble to any negotiation may take place using these means – for instance, when seeking an advance agreement on the timing issues.

Location

If the negotiation is to take place face-to-face, let’s consider the attributes of a good location:

• Convenient to all parties.
• Offer an appropriate degree of privacy.
• Be isolated (as much as possible) from interruption or distraction.
• Have appropriate seating arrangements (see below).
• Be properly provisioned – be it with stationery supplies, refreshments or whatever. For large groups, this would also include name cards.
• Have appropriate communications technology – especially in the time-out rooms.

Seating Arrangements

The tough negotiator will want a bigger chair and/or a dominant seating position (such as the head of a table) – possibly a confrontational seating plan where parties sit on opposite sides of a table.

The pushover will generally sit wherever they are told but will probably want the seat nearest to the door (for a quick escape!)

The collaborator will want a more equitable layout – perhaps a round table with similar (and comfortable) chairs. If only two people are involved, they may select to work across the corner of a table – or without a table entirely.

Negotiations can and do take place in your sitting room or an office corridor, but it should still be an appropriate choice.

Your Place or Mine?

The tough negotiator will want others to come to them – to which the pushovers will naturally agree.

The collaborator will select a location by its suitability and convenience. They will not be intimidated by going to someone else’s place of work. In fact: The collaborator may deliberately choose a tough negotiator’s location above all others. Why? Simple – it panders to the ego of the tough negotiator. By going to them, the collaborator lulls them into believing they already have a success. And that success has cost the collaborator nothing.

It can also be very difficult for the tough negotiator to accept failed negotiations – the tough negotiator will not want their peers to see others walking away.