Rather than calling on the 'fifth amendment' right to remain silent, wide use has been made of what negotiators recognize as the concept of 'plausible deniability'. Most commonly this tactic masquerades as the 'I didn't know – no-one told me anything'. An attempt to negotiate their way out of an awkward situation.
Britain voted to leave the European Union on 23rd June, 2016. Just six days later, Donald Tusk, president of the European Council, stated that there would be ‘no negotiations of any kind until the UK formally notifies its intention to withdraw’. In other words, until Britain triggered Article 50, there was nothing to talk about.
In any negotiation both sides potentially have a finite amount of time available for preparation, and we certainly are not advocating spending more time through rehearsal. The difference between the parties is not the amount of time spent in the preparation, but rather the quality of how the available time is used.
As negotiators we need to know how to protect ourselves from aggressive behaviour. Yet we also need to appreciate that in certain negotiating contexts aggression could be a necessary action. Such contexts include dealing with crisis situations.
Skilled negotiators and influencers have long recognized the power created by linking views with those who hold authority. Then when this 'authority' power is allied with the drive to remain consistent, it becomes a powerful combination to strongly influence mindsets.
The COVID-19 pandemic has highlighted how globalized supply chains can become severely weakened when there is limited availability of raw materials, manufacturing capacity and logistical support. Many organizations are now rethinking and renegotiating their supply contracts to account for new work practices, government-imposed restrictions, site closures, delivery delays, and diversification of suppliers.
Who made the first main statement in your last negotiation, and how did they make it? Consider both a major negotiation between your organisation and another, and a minor situation of interpersonal influencing within the family.
How can third parties be managed? Impossible, you might say?
More than ever in this fast-moving world, it's critical that we stay focused on ensuring our negotiation strategies are developed systematically in a disciplined, step-by-step manner. This is definitely not the area to think you can ‘save’ time and money.
Fundamental to managing a business crisis effectively is our ability to remain calm and in control, and to continue to trade while the crisis is managed. Although the crisis may be very big for us, customers and stakeholders want to continue to do business and our capacity to meet their needs while we negotiate the crisis is a major measure of our effectiveness.
