Feb 11, 2020 20:00:00

He pointed out that negotiations would backfire, but what if we had to negotiate unavoidably?

There is a lot of talks and negotiations in people's lives, from making small rules with family and friends to labor-management negotiations over salaries and treatment at work. There have been many studies on

how to make such negotiations advantageous, but little attention has been paid to the important 'after negotiations'. Morton Schweizer, a professor at the Wharton Business School at the University of Pennsylvania, pointed out from a psychologist's point of view that 'you should consider whether to negotiate in the first place.'

Getting Less: When Negotiating Harms Post-Agreement Performance by Einav Hart, Maurice E. Schweitzer :: SSRN
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3039256

Hard Negotiations: Why a Softer Approach Yields Better Outcomes-Knowledge @ Wharton
https://knowledge.wharton.upenn.edu/article/hard-negotiations-why-a-softer-approach-yields-better-outcomes/

`` It's a matter of negotiating that `` set a high goal that seems to be a challenge first and then gradually lower the hurdle, '' Schweizer said, and sometimes it takes an aggressive attitude or shows anger. This may lead to better negotiations, but such aggressive negotiations will ultimately have negative consequences. ' According to Prof. Schweizer, it is often better not to go into the negotiations in the first place in order to highlight the conflict.

He also states that, even if negotiations are unavoidable, the mutual interests should be considered first. Because negotiators are often colleagues or business partners of the same company, it's not always possible to 'negotiate once and get a favorable result and then end.'

Prof. Schweizer came to this conclusion when he conducted an experiment in which participants were exposed to company workers. In this experiment, we divided workers into 'groups who negotiate wages with employers' and 'groups who did not negotiate' and observed how negotiations affected their future work. As a result, even though the employer paid the workers the same salary, the 'non-negotiating group' was more efficient than the 'negotiating group'.

When Prof. Schweizer analyzed the psychology of the participants, it was found that the `` negotiating group '' was more likely to see the employer as an opponent, and that he was focusing only on the benefits gained by the opposition . The results of this experiment supported Professor Schweizer's belief that 'negotiations highlight conflicts of interest and worsen post-negotiation performance.'

'It is important to realize that negotiations are only a small part of human relationships and are only the beginning, so that we can benefit from each other before we begin negotiations. We can look for ways to get it. ' If you still have to negotiate, you can mitigate the negative consequences of negotiations by 'sorting out the points where the problem is occurring and not letting the other party feel that your interests are in conflict.' And that.

'For example, in the United States, 80% of the economy is in the service sector, which means that in many everyday life and business situations, service providers and recipients work together after negotiating the value of the service. Meaning that it is important that negotiations do not hurt the relationship in order to build effective partnerships. ' He stated that negotiations should not begin.