Issue link: https://www.e-digitaleditions.com/i/339857
28 FEDA News & Views most sensible strategy. Either avoid the meeting, or avoid discussing the issues upon which you need to prepare. What's the Danger? Whoever has the greater urgency will usually end up with the short end of the avoidance stick. Stalling is a common sales tactic when sales/the vendor knows that procurement needs their product or service--yesterday. Conversely, a buyer may hold out until the last day of the quarter or month, knowing that the salesperson needs to meet his or her target. So be careful about the informa- tion you reveal regarding the urgency of your need. Keep in mind that when communica- tion channels are cut off, you leave the other party to fill in the blanks. They may believe you need more time, or may think that you're no longer interested in a business relationship, which may send them to your competition. Paradoxically, avoid-profile negotiators are frequently seeking to avoid conflict, which ironi- cally may land them in more conflict. When differences are eventually aired, emotions and negotiation positions are often more difficult and fixed than they need be. How to Defend It Set clear expectations early on in your negotiations. (Best to be detailed in defining milestones with dates attached to each.) If the other party is applying an avoid style, consider escalating the issue on one or both sides. Understand their decision making process and levels of responsibility. Having these insights can assist you in invalidating their reasons for avoiding, and will make your sharp questions more difficult to sidestep. Lastly, if you have a good relationship, then agree on a process for resolving dif- ferences. As John F. Kennedy said, "The time to repair the roof is when the sun is shining." Compromise (I Lose / Win Some - You Lose / Win Some) Too many people confuse the word compromise with negotiation. In reality, compromising is usually little more than haggling and splitting the difference— with no deep understanding or value cre- ation having taken place. Compromising often involves one or both negotiators settling for less than they want or need, usually resulting in an end position of roughly half way between both parties' opening positions. In the absence of a good rationale or properly exchanged trades, half way between the two posi- tions seems fair. But what compromis- ing ignores is that the people who take the most extreme positions tend to get more of what is offered. Negotiation Styles continued continued on page 30