Who will win these negotiations, or what the negotiation power depends on

When preparing for negotiations, it is important to consider what power we will have at our disposal. Having an advantage allows you to get additional benefits. Often negotiators refer to the network of contacts, pointing to a person with whom they have cooperated in the past. Referring to acquaintances may facilitate the course of the meeting, confirming our credibility. On the other hand, having knowledge about the contractor can prove extremely useful. If we learn that our partner primarily cares about maintaining the company's ecological reputation, then we can propose pro-environmental solutions, and in return demand meeting our expectations. The negotiator's personality traits are also important. Being ambitious, assertive, and having high self-esteem, you can successfully fend off a manipulation attempt by the other party and reach a satisfactory agreement. The negotiating power depends on three things: the position, knowledge and personality of the negotiator.

Position as a determinant of strength in negotiations

The position in negotiations results from the way both sides perceive each other - so it is strongly related to the perception and creation of one's own image. If one of the parties perceives its partner as a relentless and uncompromising negotiator, then sitting at the negotiating table, it will be ready to make concessions and reduce its expectations. Therefore, the contractor has an easier task - he will quickly achieve the desired goals.

The position in the negotiations depends on:

• the history of the company represented by negotiators - companies that have been operating on the market for several decades enjoy greater recognition and trust, so they can dictate their terms,

• the size of the enterprise, its turnover - large players usually achieve more in negotiations with small recipients or suppliers,

• monopoly status - companies that do not have competition can dictate the terms of the contract, because the contractor has no choice and cannot change, for example, the supplier or recipient of its products,

• power - enterprises that can influence, for example, decisions of local government, have a greater possibility of exerting pressure on their partners and expect 100% realization of interests,

• the degree of desperation - those in a difficult situation will be more willing to make concessions,

• perception of the company's management board - a competent management board will increase the company's position in negotiations,

• providing a unique service - the company becomes a monopolist in a given area, so it can demand the fulfillment of its expectations in negotiations.

Strength in negotiations and knowledge

Nowadays, it is information, not money, that allows you to gain more negotiating power. It becomes important to gain an advantage that arises as a result of having access to sensitive data, knowledge of the competition's offer or knowledge of market mechanisms and current trends prevailing among customers.

Strength in negotiations comes from the negotiators' knowledge of:

• partner's proposal,

• competition offers,

• the subject of the negotiations (e.g. knowledge of the technological process),

• trends in the business environment,

• the negotiating style used by the opponent,

• negotiation techniques.

Important! Reliable data analysis makes it possible to establish the limit of concessions. Knowing your own offer builds strength in negotiations.

The negotiator's personality as an element of strength in negotiations

Strength in negotiation also comes from personality traits. People who do not fit in with the profile of an ideal negotiator have a difficult task, as the lack of appropriate predispositions to conduct talks makes it difficult to obtain a satisfactory agreement. Psychologists point to several personality traits that facilitate negotiation:

• confidence,

• High self-esteem,

• inner sense of control,

• moderate tendency to take risks,

• persistence in striving for a goal,

• ambition,

• taking responsibility for decisions made,

• the ability to listen to and form one's own feelings and thoughts,

• assertiveness,

• coping with stress,

• patience and common sense.

Power in negotiations and its influence on the course of the meeting

Partners subjectively evaluate each other. If negotiators believe that their negotiating powers are comparable, there will be an increase in confidence and a greater tendency to openness. People sitting at the table are more likely to share information about their needs and expectations. Negotiators will not hide their positions - it will be possible to work out a solution that will not require making huge concessions from negotiating contractors.

Important! If one of the partners feels that his opponent has more power in the ongoing negotiations, he will not be willing to talk openly about his expectations. The talks will be difficult and each side will expect big concessions.