C Is A Middle Level Language Or High Level Language The 3 C’s of Negotiation

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The 3 C’s of Negotiation

Leaders are not born, but developed; their leadership skills, strategies and techniques, learned rather than inherited.

The single most important of these leadership strategies falls under the umbrella category of ‘negotiation’ which includes: the somewhat obvious, exchange process of tendering for contracts and direct sales and extending to conflict resolution with clients, staff, friends, co-workers and family members.

Negotiation is by definition a progressive process of compromise and agreement in pursuit of a mutually acceptable goal.

Successful negotiation within any scenario is dependent on the strategy and leadership tactics employed, of which there are three categories, cooperative, cooperative or combative, referred to as the 3 C’s.

Cooperative

Being cooperative is usually associated with being constructive, helpful and positive. However, the proponent of the Cooperative strategy is not really a negotiator at all, but rather views the whole process of negotiation as awkward, awkward and slightly embarrassing.

Arriving at impasses or crossroads that require resolution through negotiation is interpreted as a conflict and not as a series of obstacles that can be overcome amicably and objectively.

The resulting situation is destructive, eroding trust, credibility and eliminating profit in the business arena.

The proceedings, though structured, tend to be rushed and every sign of dissent has been given a spur to conclusion. In the race to get the whole thing over with, everything that can be given up or discounted; is simple.

There is clearly an imbalance between the parties not in ‘power’ as might be suspected, but in control and ‘motivation’. One is driven to negotiate for the best or most agreeable deal while the other is determined to settle or resolve the matter.

Fighting

It can be seen that being ‘combative’ is the opposite of cooperative and in physical attitude and language; this is probably true. However, in terms of outcome, they are surprisingly similar.

Not surprisingly, the ‘belligerent’ strategist is bullish in character, although not necessarily aggressive, but believes that making any concessions or giving ground indicates weakness and that there is much more to give.

They tend to outwardly project an air of strength, apparent authority, and intransigence that is commonly seen as arrogant, along with an apparent enjoyment of negotiating and competing for dominance.

While this overt display of power and control will have degrees of success, it always comes with collateral damage to customer satisfaction, loyalty and respect, causing deep rifts in the integrity of relationships and businesses.

The adversarial approach is like a nuclear bomb to a business, let alone other relationships if the initial explosion doesn’t kill it, the fallout will.

Collaborative

The ‘collaborator’ rather than being synonymous with a traitor associated with collusion with the enemy is the most tactical of all the strategies.

They will be curious and observant in their approach to identify areas of agreement and those that require negotiation or compromise. Usually open in their body language with calmness in their demeanor, yet sincere in their commitment to reach a solution, but also well aware of the best and worst case scenarios for both parties.

In doing so, they will act as a facilitator encouraging a gradual move towards the middle ground of agreement through value-assessed concessions by both parties.

The goal of both parties is successful resolution in the realization that there are parameters and limitations to the concessions available, without egos and pride muddying the waters of agreement.

Associates achieve the greatest success not only in resolving conflicts and closing deals, but in levels of customer satisfaction and loyalty, which result from an appreciation for the level of service and attention to detail.

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