Internal negotiations can include:
- Resource allocation discussions
- Project management and implementation
- Labor relations
- Influencing and persuading
- Recruitment and promotion
- Etc.
The problem starts with the structure of most corporate firms. Decisions tend to follow a pyramid like hierarchy, even in flat or modular organizations. As a result, disputes and conflicts are escalated for resolution. The two sides submit their conflicting views and recommendations for consideration. The decision maker chooses. One side wins, and one side loses. At the risk of over-simplifying the problem, this process creates win-lose outcomes when clearly win-win is appropriate given the circumstance. (see Wheel of Negotiation)
Change the Decision Process
In order to avoid a win-lose outcome, the first step is to begin treating the discussion as a negotiation. Instead of relying on delegated authorities to solve the conflict or issue, agree with the parties involved to reach a consensus as a group. Leave escalation as a means for resolving deadlock or last resort. If deadlock occurs, a “last best offer” style for the decision can be very effective at minimizing the lose factor. In treating the issue as a negotiation a formal process needs to be followed to maximize the potential result. (Details below)
, he recounts the following observation. The American delegation made arrangements to occupy 3 floors in a prominent hotel in Paris. The Vietnamese delegation, on the other hand, bought a chateau. The message was clear. We are here for as long as it takes.