Q & A Table of Contents
Reciprocal Assessments Of Our Negotiation Counterparts
From: Marcelo, Sao Paolo, Brazil
Question: What psychological factors should we consider in a negotiation? I mean when we are preparing for a negotiation what should we know about the id, ego and superego, introversion, extroversion.... of the negotiator of the other part?
Response: There is no limit on the possible factors we might want to understand about our negotiation counterparts. There is, however, most likely a limit on our personal capacity to make a proper assessment of the information we are presented — and our capacity to reach accurate conclusions.
In an ideal world we might want to ask our negotiation partners to present us a completed and analysed set of psychological tests that will reveal their innermost characteristics to us. But in negotiation, reciprocity should rule and we must consider our own willingness to make similar revelations to them.
Sometimes the psychological pecularities of our partners can play a significant role in how we deal with them, in how we develop and implement our negotiation strategies. For example, ego plays an extraordinarily significant role in negotiation. Unless we treat other parties’ egos with appropriate care and respect, there are real odds they will not buy into any agreement with us. Similarly, if we are familiar with the ethical or moral system that drives their superego, we may do a better job of appealing to that part of their personalities. A focus on what Freud called the id would be an especially strange element of normal business negotiations unless we are considering the unfortunate — and I think inappropriate — tactic of trying to convince others by appealing to their baser instincts.
There is a great deal of risk in analyzing others; if we draw an incorrect conclusion, unless we can change that assumption we can make serious mistakes. In fact, it is difficult enough to take an analytical look at ourselves and the interests the underly the objectives we pursue in negotiations.
Try to understand your negotiation counterparts: what makes them tick psychologically, how their constituents’ demands are driving their approach to negotiation, what their personal ‘hot buttons’ may be. Leave the psychoanalysis to the professionals.
Good luck,
Steve
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