Dissolving conflicts and building lasting relationships with 'strategic negotiation'

In an increasingly complex world of work with increasing levels of interaction, relationship building and conflict management become essential for achieving goals. Numerous studies support this consideration; of particular note is the one by Huthwaite International, conducted on more than five hundred companies, which found that organisations whose employees possess well-developed negotiation skills record a 42% increase in profit margins compared to those that do not invest in negotiation training.

However, not all negotiation approaches guarantee the same results. The most popular theory in current training is the one developed by R. Fisher and W. Ury, of the Harvard School, known as Negotiation of Merit. Dating back to 1981, this approach is based on conflict resolution through the identification of the correct value of the object of negotiation. Although the two authors gave much impetus to negotiation, their theory contains a limitation that cannot be overlooked: the failure to take into account the emotional component. Indeed, it is scientifically proven that most decisions are made using the so-called System 1, the fast and automatic thinking pattern codified by Kahneman. An approach that does not value this aspect risks being perfectly linear and coherent in theory but completely useless in practice.

Another theory focused on rational thinking is that of B. Nalebuff, professor at the Yale School of Management. His approach, which can be described as logical-mathematical, has the merit of valuing all parties in play during a negotiation, while retaining, in turn, the limitation of relying exclusively on cold numerical analysis.

The one who was able to enhance the emotional sphere wasRobert Cialdini, who in Influence: The Psychology of Persuasion presented a series of strategies to overcome conflicts by leveraging the emotions of the counterpart. The limitation of this theory is opposite to those previously set out, considering only System 1 to the detriment of System 2, to which rational, analytical, controlled thinking belongs. The persuasive techniques illustrated by Cialdini find application above all in the commercial sphere, since although they facilitate the achievement of an immediate result (e.g. the sale of a product) they limit the creation of medium-long term relationships.

Given the limitations of the negotiation schools of the past, supported by a team of experts from the Academy of Strategic Communication I devised Strategic Negotiation, codified in the book Strategic Negotiation - The O.D.I.® Method. This model, which incorporates the insights theorised by scholars over the years, enriching them with new and additional stimuli, fully embodies the philosopher Bernard of Chartres' metaphor "we are dwarfs on the shoulders of giants". A theory that builds on the insights of the past while overcoming its criticalities and weaknesses.