Negotiation

3.1. Approaches to negotiation

3.2. Negotiating with problem people
3.3. Cognitive and communication bias in negotiation
3.4. Negotiation leverage and use of power
3.5. Negotiation strategies and tactics
3.6. Specific types of negotiation (concepts, features, benefits and drawback, uses):
Distributive Bargaining; Integrative Bargaining

Meaning of Negotiation:
When the parties involved in a conflict want to work toward an amicable resolution, they must
engage in a communication process to decide what kind of a deal would be acceptable to both. In
other words they must negotiate to reach an agreement. Here what is important is that all the
parties concerned must want a solution.

And for this they must put up or encourage proposals, not hold on to whatever grievances they
have or whatever arguments they deem right. Arguments cannot be negotiated, only proposals
can. This demands that emotions be kept under control. Negotiating is a delicate process and a
lot of thinking must go into it, both before it actually gets underway, and while it is going on.

vances they have or whatever arguments they deem right. Arguments cannot be negotiated, only
proposals can. This demands that emotions be kept under control. Negotiating is a delicate
process and a lot of thinking must go into it, both before it actually gets underway, and while it is
going on.

Negotiation is a part of life. People negotiate daily either for individual purposes or for business
purposes. But when negotiating for business purpose, which is a very complicated process, one
needs to have knowledge and skill of handling such negotiations. Negotiations have become one
of the researched topics and a lot of literature can be found on this topic.
Negotiation is the process whereby interested parties resolve disputes; agree upon courses of
action, bargain for individual or collective advantage, and/or attempt to craft outcomes, which
serve their mutual interests. It is usually regarded as a form of alternative dispute resolution.
Negotiations happen in everyday life. Both individuals and business do contain negotiations in
the everyday life and everyday business.

In the real world capital planning, corporate borrowing, annual budgeting, and priority setting,
all tend to require that people from different organizations-or even our own people with a
different point of view-find satisfactory means to reach agreement. Negotiating is also a means
of communication between people who can do it for various personal as well as business reasons.

Different forms of negotiations are political, economical, financial negotiations between nations;
business negotiations like negotiations for mergers and acquisitions, labor negotiations,
consumer negotiations, with government authorities, etc., personal negotiations between people,
salary negotiations with employers, with government, etc.

Meaningless negotiations are waste of time. Most negotiations are repeat performances. We tend
to deal with the same bankers, suppliers, clients, directors, managers, etc., for a long time. It is
important to recognize and give proper weight to the context in which a negotiation is taking
place. If it is within an ongoing relationship, the significance of that relationship must be
considered.

A key to negotiation is knowing the other side’s primary and secondary need and using the latter
as bargaining chips.

For any negotiation to be successful one has to look into the facts like the purpose of negotiation,
persons with whom one is negotiating and the relationship, being unbiased, pursue fairness, best
alternative to the negotiated agreement, making the point very clear, the process and method of
negotiation should be easy without any complications, if necessary consider expert help too.

Another important factor for negotiation will be to listen to the other parties; active listening
helps to understand the negotiating party well and should maintain silence when the other party
is negotiating. The negotiation should end with a solution or agreement between the parties,
which is acceptable for all the parties.

Any clarifications or special conditions have to be agreed upon so that no future conflicts arise
because of the agreement.
Reasons for the failure of negotiation between the parties are mainly due to lack of
communication, co-ordination and interest to solve the problem amongst the parties. Generally
parties won’t compromise and stick to their already formed agenda and they leave no room for
compromise.

Sometimes they negotiate in a wrong way or choose an improper medium for negotiation. In the
traditional negotiation there will be a win-lose situation in which one party gains from the other
party’s loss. But in the modern era we have the win-win negotiations where both parties profit
from the negotiations.

Negotiation has become an art and profession. These days we find professional negotiators and
firms indulging in negotiations and they have developed innovative ways and methods for easy
negotiation and conflict resolution.

Negotiators use different ways and tactics of negotiating like presenting demands, deadlines,
mediation, arbitration, best alternative to a negotiated agreement, collective bargaining,
collective action, conciliation, contract, dispute resolution, expert determination, game theory,
Nash equilibrium, prisoner’s dilemma, etc.

Many organizations, universities and business schools across the world are teaching negotiation
as a subject and also conducting research in this field. We find a lot of literature available on this
topic in different resources.

Approaches to Negotiation:
As with conflict management, negotiation can be handled in different ways. The outcome of a
negotiation depends on the approach.

Major Elements of Negotiation Preparation:

Success in negotiation, like other things in life, does not just happen. A good deal of preparation
is necessary to ensure that your endeavors are successful. Being well-prepared breeds confidence
and a confident manner can always give you an edge in any communication process. Preparation
involves several activities

Understand the People Involved:

It is important to know something about the people with whom we must negotiate and the
organization they represent. What are their roles, their objectives? What problems will they
raise? Are they in a position to make a difference or will they have to consult someone else?
The answers to these questions will help you to better handle the issues that come up during the
actual negotiation. How the other party sees you is important too. He is likely to respect you
more if he perceives you as being professional, confident and as having the requisite authority to
negotiate

Know Your Objectives:

Having your objectives clearly in mind is very important. Identify the objectives; decide what the
priorities are, what the variables are and what should be your attitude to each. The variables are
the different factors involved in the negotiation – the raw material, so to speak, of negotiation.

To be well prepared you must know exactly how much you are willing to concede or
compromise on each factor. You must also have ready all the arguments you may need to justify
your point of view, particularly on those points which you want to win.

Conduct:
Two factors that operate during the actual negotiation are the tactics of negotiation and the
interpersonal behavior that accompanies them. Negotiation tactics hinge on the variables – some
of which are conceded by us and some by the other party.

Variables that are traded are referred to as ‘concessions.’ Negotiation is in fact, the process of
trading concessions. To negotiate skillfully you must have knowledge of all the variables and
their possible use as concessions. As you start the process of negotiation bear in mind four
important principles.

a. Aim High:
It pays off to aim for the best deal you can imagine. You can always trade down. If you start too
low, it is difficult to trade up, particularly at a late stage in the process. In complex negotiations
where there are a large number of variables, it is worthwhile to separate the variables into three
priority categories.

i. The ‘musts’; those that we must get, if the deal is to be accepted by us at all.

ii. The ‘ideals’: what we hope to get, to make the ideal deal;

iii. The ‘loss leaders’: what we are prepared to trade in order to reach a deal.

b. Get the Other Person’s Shopping List:

It is important to identify what the other party wants, and what he is likely to concede. This will
help you to assess the situation better.

c. Keep the Whole Package in Mind:

Focus on the total situation – your views and the other party’s – so that you proceed conscious of
everything (or as much as possible) that will be involved.

d. Keep Searching for Variables:

Remain flexible. What you plan beforehand should never act like a straightjacket. Sometimes
matters proceed along the lines you expect; many times they don’t. Adapting and fine-tuning
may always be required.

Negotiation Skills: Definition and Examples

January 24, 2020
Negotiation is a type of discussion used to settle disputes and reach agreements between two or
more parties. Generally, a negotiation results in a compromise where each party makes a
concession for the benefit of everyone involved.

Negotiations occur frequently within the workplace and may occur between coworkers,
departments or between an employee and employer. Professionals may negotiate contract terms,
project timelines, compensation and more. Negotiations are both common and important, so it’s
helpful to understand the types of negotiations you might encounter as well as how to improve
your negotiation skills.

What are negotiation skills?

Negotiation skills are qualities that allow two or more parties to reach a compromise. These are
often soft skills and include abilities such as communication, persuasion, planning, strategizing
and cooperating. Understanding these skills is the first step to becoming a stronger negotiator.

The skills you’ll need depend on your environment, your intended outcome and the parties
involved. Here are a few key negotiation skills that apply to many situations:

 Communication: Essential communication skills include identifying nonverbal cues and

expressing yourself in a way that is engaging. It is important to understand the natural
flow of conversation and always ask for feedback. Active listening skills are also crucial
for understanding the other party. By establishing clear communication, you can avoid
misunderstandings that could prevent you from reaching a compromise.

 Persuasion: The ability to influence others is an important skill for negotiation. It can

help you define why your proposed solution is beneficial to all parties and encourage
others to support your point-of-view.
  Planning: In order to reach an agreement that benefits both parties, it is crucial you
consider how the consequences will impact everyone in the long-term. Planning skills are
necessary not only for the negotiation process but also for deciding how the terms will be
carried out.

 Strategizing: The best negotiators enter a discussion with at least one backup plan, but
often more. Consider all possible outcomes, and be prepared for each of these scenarios.

Types of negotiation
Most negotiation outcomes will fall into one of two categories: Win-Win or Win-Lose. By
understanding the different types of negotiations you may encounter, you can determine the most
relevant skills for your role and work to improve them.

Here are forms of negotiation:

 Distributive negotiations: Also called distributive bargaining, this form of negotiation

occurs when there is a limited amount of resources and each party assumes if they lose
something, the other party will gain something. Instead of each party attempting to come
to an agreement based on their interests and needs, each party is working to get more than
the other party. For example, a client may feel if a provider does not lower the price for a
service, they will be paying too much, and the service provider may feel if they decrease
their price, they will losing money.

 Integrative negotiations: Often referred to as a “win-win,” an integrative negotiation

occurs when everyone benefits from the agreement. In order to come to an integrative
agreement, each party receives some value. The integrative negotiation process may take
longer because both parties have to feel fully satisfied before coming to an agreement. For
example, if a client believes a provider should reduce the cost of their service to $800, and
the provider believes they maintain the cost of their service at $1000, the two parties may
negotiate to a $900 service. In this case, both parties “win” $100.

 Management negotiations: Negotiating with management can be stressful. In some

cases, employees may feel uncomfortable sharing their wants and needs with someone in a
more senior position. However, you’ll often encounter this sort of negotiation during the
job seeking and hiring process. You may have to negotiate your salary, benefits and job
duties. Each of these elements can directly impact your job satisfaction, so it’s essential to
address them. Additionally, negotiating these factors gives you an opportunity to
demonstrate your communication skills to your employer. You might also have to
negotiate with management in your current position when re-evaluating your employment
contract or requesting a raise.

 Coworker negotiations: Depending on your job, you may have to negotiate with your
coworkers. Many positions require close teamwork and without strong negotiation skills,
you may face imbalances in work distribution. Negotiation skills allow coworkers to
develop a plan that benefits the whole team. You may also have to negotiate when solving
conflict in the workplace.
  Vendor negotiations: Some employees manage external vendors, and their performance
rating may be affected by how they negotiate. Also, the ability to reach an agreement with
service providers can affect your professional relationships and general business success.

Tips to improve your negotiation skills

Not all forms of negotiation are effective, and measuring success can be challenging. To evaluate
your effectiveness, it is wise to identify how well your intended outcome aligns with the final
agreement.

Follow these tips to improve your negotiation skills:

1. Identify the final goal

2. Practice building rapport
3. Be willing to compromise
4. Consider imposing time restrictions
5. Take the multiple offer approach
6. Exercise confidence
7. Don’t take “no” personally
8. Understand your weaknesses
9. Practice

Below are a few ways to strengthen your negotiation skills.

1. Identify the final goal

What are the minimum terms you need? How much are you willing to negotiate? It’s important
you enter negotiations knowing what you want out of an agreement and how much you’re
willing to compromise. For example, your ultimate goal may be to negotiate a salary of $80,000,
but you would be willing to settle for $75,000.

2. Practice building rapport

Successful negotiation requires you to effectively communicate not only your own goals, but
also to understand the other party’s wants and needs as well. In order to reach an agreement,
building rapport is essential. This can assist you in easing tension. In order to build rapport,
showing respect for other parties and using active listening skills are critical.

3. Be willing to compromise

Without compromise, it can be nearly impossible to reach an agreement. By preparing ahead of
time, you will already have an idea of the terms you’re willing to sacrifice as well as the ones
that, if they aren’t met, you would be willing to walk away from the deal.

4. Consider imposing time restrictions

Setting a timeline on the negotiations motivates both parties to reach an agreement. If terms
cannot be met in that time, the two parties can take time to reevaluate their needs and return at a
later date.
5. Take the multiple offer approach
By presenting multiple offers at once, you can save time in the negotiation process and increase
the likelihood that you’ll agree on at least one of your preferred outcomes. If the other party
declines, you can then ask for feedback on each one and revise terms until you reach an
agreement that meets everyone’s needs.

6. Exercise confidence
It can be challenging to ask for what you want. However, successful negotiation requires self-
assurance. By exercising confidence in your negotiation, the other parties can be more inclined to
believe in the benefits of your proposal.

7. Don’t take “no” personally

Sometimes, each party’s goals and needs are too different to reach a compromise. When this
happens, evaluate the process, consider why things that did not go as planned and look for ways
you may be able to improve your efforts next time.

8. Understand your weaknesses

Take time to identify your areas of weakness and focus on growing those skills. For example,
you may need to improve your ability to build rapport or your power of persuasion.
Understanding your weaknesses is the first step to overcoming them.

9. Practice
One of the best ways to increase your comfort in negotiations is to practice often. Consider
trying a mock negotiation with a trusted friend or colleague.

How to prepare for a negotiation

Whether you have an upcoming salary negotiation or are planning to ask for a raise during your
next performance review, preparation is key.

When preparing for a negotiation, be sure to identify the following:

 What you want to gain

 Where you are willing to compromise
 Terms you refuse to accept
 Potential objections you may face
 All possible outcomes

By considering this information ahead of time, you will be less likely to confront something
unexpected during your negotiation.

Do your research
Before entering a negotiation, evaluate all parties and consider their goals. For example, if you’re
nearing the end of the hiring process, you may be preparing to negotiate salary. The employer
likely wants to hire someone who can complete the required job duties for a competitive salary.
You likely want to offer your experience and knowledge to a company in return for what you
perceive to be fair pay.

It can also be helpful to research the person with whom you are negotiating. Understand the
limitations of the negotiator. Do they have the ability to give you what you want? Sometimes the
person you are negotiating with will be unable to meet your demands. For example, a hiring
manager may have a maximum compensation amount they can offer based on the budget
provided by their department. Understanding these limitations can help you strategize.

Know your priorities

Negotiations often require each party to compromise. Setting your priorities ahead of time can
help you evaluate what you refuse to give up as well as where you’re willing to budge.

Consider the opposition

Consider the potential opposition to your negotiations. Do you think that your manager will
object to a pay increase because of declining sales? Will you be denied a higher starting salary
for a position because your requested rate is above the average range? Write down all the
potential oppositions and then gather the information you can use to argue your case.

Define your BATNA

Understanding the best alternative to a negotiated agreement (BATNA) is crucial to improving
your negotiation skills. For example, you may determine that if you cannot get a salary increase
due to budget cuts, you’d be willing to settle for additional vacation days. Defining these
alternatives ahead of time can help you create a backup plan before the negotiation process.

Know when to walk away

One of the hardest parts of negotiation can be knowing when to walk away from a deal. It is
important to enter all negotiations recognizing that you may not be able to come to an agreement.
For example, a hiring manager may not be able to offer you a salary high enough to justify
accepting the job offer. Once you realize no further compromises can be made and one or neither
parties is willing to accept the terms, it’s probably time to walk away.

Keep your timeline in mind

A timeline can significantly impact your position of power in the negotiation process. For
example, if one or both parties are rushing to reach a decision, at least one party may give up too
much and regret their actions. For example, if you’re trying to get a new job quickly, you may
take a position with lower pay than you deserve, or you may compromise too much on benefits.
In this case, you may find yourself unsatisfied with your decision long-term.

The same rule can apply for a longer time period. If a company is considering partnering with a
vendor but they do not yet need their services, the vendor may have a harder time convincing the
company to meet their terms. The company may push harder for discounted rates and more value
because if the vendor does not agree, they still have time to find another solution.

Approaches
Bargaining Orientation:
This approach is based on the premise that one person can win only at the expense of the other –
that any victory by one party must be matched by the other’s loss. That is why this is also called
the win-lose approach.

1. Although this approach is marked by competitiveness and may create ill will, this is
sometimes the best approach when the other party is determined to take advantage of you or
when your interests truly conflict with those of the other party and compromising is not a
satisfactory option. Win-Lose refers to a distributive negotiation where one negotiator’s gain
the other negotiator’s loss. Both negotiators are typically competing to take away or claim
the most value from their negotiation. Also called the ‘fixed-pie’ scenario, in that there is
only a limited amount to be distributed.
One party wins, whereas the other loses. Unless measures are taken, in a business
environment this will often result in a permanently damaged relationship.
Although the win-lose negotiation is not the most well-known form of negotiation, it is
easily the most common. With the win-lose negotiation model, individuals will often take
on an impossible position in negotiations, such as placing too many demands on the other
party, resulting in a bitter dispute.
In this situation, both parties will try to win without taking into account the outcome for
the other. Both parties may have entered into negotiations with a desired goal and a
certain point at which they will give up in mind.

The win-lose negotiation model is used in negotiations where something is shared or exchanged.
Distributive negotiations often feature a scenario in which two or more parties try to share or
exchange a fixed number of resources. Parties will enter negotiations with either the same or
different interests. These negotiations will then end up with a winner and loser. The winner gets
whatever he/she claimed or more, and the loser gets less or nothing.

The goal is therefore for one party to win as much as possible. Distributive negotiations or the
win-lose negotiation models are also widely used in daily life, especially when selling products
that do not have a fixed price. In the Western world, this is often limited to a local market, but
in New Delhi for example a large number of products has no fixed priced, allowing plenty of
room for negotiation.

Unlike distributive negotiations, integrative negotiations focus on creating profit for all parties

and ‘expanding the pie’. Basically, this approach to negotiation is more like the win-win
negotiation model.

Lose-Lose Orientation:
This is adopted when one negotiating partner feels his own interests are threatened and reacts by
doing all he can to ensure that the outcome of the negotiation does not serve the other party’s
interests either. In effect, everybody ends up being a loser.

Lose-lose outcomes occur when negotiating partners ignore one another’s needs or when the
need to hurt each other outweighs the need to find some kind of an acceptable solution.

Compromise:
A lose-lose situation is hardly a desirable outcome. To avoid this, sometimes people
compromise. Both parties give up a part of what they had originally sought, and settle for
something less than that. A compromise is the best way out when it is impossible for both parties
to convince each other or when even the partial attainment of one party’s goals depends’ on the
satisfaction of the other.

Compromise is a good option when disputed resources are limited. For instance, if two managers
each need a full-time secretary, but budget restrictions make this impossible; they may have to
compromise by sharing one secretary.

Win-Win Orientation:
When the needs of the negotiating parties a 45.1 looks at some of the aspects of this approach.
The win -win approach is superior to other problem-solving styles, because everyone ends up
feeling satisfied. However, such a solution is only possible when the needs of the parties
involved do not conflict.

Collaboration involves an attempt to work with the other person to find a win-win solution to the
problem at hand - the one that most satisfies the concerns of both parties. The win-win approach
sees conflict resolution as an opportunity to come to a mutually beneficial result. It includes
identifying your opponent’s underlying concerns and finding an alternative which meets each
party's concerns.

This approach works well when the following five steps are followed:
a. Determine the Needs of Both Parties:
If both parties can identify what issues are important to the other, they would find it easier to
work toward a mutually acceptable solution.

b. Develop a List of Possible Solutions:

Once the basic issues have been identified, the two parties can sit together and come up with
several solutions that would satisfy everyone’s needs. All possible solutions are put down,
without any of them being evaluated

c. Choose the Most Appropriate Solutions:

At this stage each solution is evaluated and the ones that are most promising are adopted.

d. Implement the Solution:

Once the best solution is decided upon, make sure everyone understands it, and then implement
it.

e. Follow up on the Solution:

Even the best plans need to be monitored after they have been implemented. A while after the
plan has been put into action, meet with the other parties involved and discuss how the solution
is working out. If anyone’s needs are still unmet, you could go back to the problem-solving
procedure and identify another solution.

Major Elements of Negotiation Preparation:

Success in negotiation, like other things in life, does not just happen. A good deal of preparation
is necessary to ensure that your endeavors are successful. Being well-prepared breeds confidence
and a confident manner can always give you an edge in any communication process. Preparation
involves several activities

Understand the People Involved:

It is important to know something about the people with whom we must negotiate and the
organization they represent. What are their roles, their objectives? What problems will they
raise? Are they in a position to make a difference or will they have to consult someone else?

The answers to these questions will help you to better handle the issues that come up during the
actual negotiation. How the other party sees you is important too. He is likely to respect you
more if he perceives you as being professional, confident and as having the requisite authority to
negotiate

Know Your Objectives:

Having your objectives clearly in mind is very important. Identify the objectives; decide what the
priorities are, what the variables are and what should be your attitude to each. The variables are
the different factors involved in the negotiation – the raw material, so to speak, of negotiation.
To be well prepared you must know exactly how much you are willing to concede or
compromise on each factor. You must also have ready all the arguments you may need to justify
your point of view, particularly on those points which you want to win.

Conduct:
Two factors that operate during the actual negotiation are the tactics of negotiation and the
interpersonal behavior that accompanies them. Negotiation tactics hinge on the variables – some
of which are conceded by us and some by the other party.

Variables that are traded are referred to as ‘concessions.’ Negotiation is in fact, the process of
trading concessions. To negotiate skillfully you must have knowledge of all the variables and
their possible use as concessions. As you start the process of negotiation bear in mind four
important principles.

a. Aim High:
It pays off to aim for the best deal you can imagine. You can always trade down. If you start too
low, it is difficult to trade up, particularly at a late stage in the process. In complex negotiations
where there are a large number of variables, it is worthwhile to separate the variables into three
priority categories.

i. The ‘musts’; those that we must get, if the deal is to be accepted by us at all.

ii. The ‘ideals’: what we hope to get, to make the ideal deal;

iii. The ‘loss leaders’: what we are prepared to trade in order to reach a deal.

b. Get the Other Person’s Shopping List:

It is important to identify what the other party wants, and what he is likely to concede. This will
help you to assess the situation better.

c. Keep the Whole Package in Mind:

Focus on the total situation – your views and the other party’s – so that you proceed conscious of
everything (or as much as possible) that will be involved.

d. Keep Searching for Variables:

Remain flexible. What you plan beforehand should never act like a straightjacket. Sometimes
matters proceed along the lines you expect; many times they don’t. Adapting and fine-tuning
may always be required.

When the negotiation starts the two parties are at opposite ends of the scale. However, by the
time the negotiation closes, they are expected to settle on something they can both relate to as a
‘good deal.’ This is the point of balance which is usually a range of solutions around the middle
point of the scale, as illustrated in Figure 4.1.

Both parties usually recognize that the two extreme points from which they start their initial
stance – are unrealistic. Negotiation can thus be represented as the to and fro process that moves
up and down the line and dictates where things finally settle.

Sometimes the first round of negotiation only serves to induce both parties to shift to a more
reasonable initial stance. As negotiation is essentially a communication process, its success, to a
great extent, will depend on how well the two parties can build what are called bridges of
rapport.’ These bridges help them to see each other’s point of view and to relate to each other.

To build these bridges to an acceptable agreement you must:

i. Do your homework beforehand – research the opposition, the topic, and your own team’s blind
spots or hang-ups – so you don’t waste anyone’s time.

ii. Identify your priorities, your needs, and your top and bottom line beforehand.

iii. Come prepared with all necessary documents and agreements.

iv. Generate a range of options before deciding upon one; don’t try to determine a single, correct
solution. Instead, think of a wide range of possibilities that could please both sides.

v. Open the discussion on a neutral note to allay any hostility.

vi. Listen actively and keep an open mind rather than deal from a position of ‘entrenched
antagonism.’

vii. Remember the likeability factor (like likes like). If the opposing side likes you, you stand a
much better chance of achieving your goals within reason. However, don’t make that your
primary goal.

viii. Keep your emotions in check; ignore, rather than respond to personal attacks.

ix. Show respect for the other person’s views: don’t browbeat, denigrate, or insult the opposing
team.

x. Avoid manipulating because it creates bitterness rather than harmony.

xi. Encourage the other party to look at the issue from your perspective.

xii. Look out for positive signals of cooperation from the other side and build on these.

xiii. State the areas where agreement has been reached and list the issues that are still being
negotiated.

Overall, success in negotiation comes largely from good listening skills, the ability to
communicate persuasively and good interpersonal skills. Negotiations will not produce the
desired effect unless those involved consciously address both the solid facts and the human
dimension.

Communication can be described as an exchange of what we might call “messages,” and it has
been found that such “messages” have both a factual and an interpersonal dimension. It is the
interpersonal dimension that governs the factual one in human communication.

Now that we’ve considered some of the aspects of negotiation, let us look at an actual
negotiation. This will give you some idea of the strategies adopted by successful negotiators.
 Negotiating with problem people
Do you deal with aggressive, intimidating, or controlling people at work or in your
personal life? On the surface, these individuals can come across as domineering,
confrontational, demanding, hostile, or even abusive. However, with astute approach and
intelligent communication, you may turn aggression into cooperation, and condescension
into respect.
1.  Meet in Private if Possible

When it's safe and possible to do so, negotiate with difficult people in private where they may be
more flexible. In most (but not all) cases, avoid disagreements with them in front of others,
where they’re more likely to be inflexible (out of their need to be in control, compete and win).
The exception is if the difficult individual is hostile and/or abusive, then strong intervention with
witnesses may be needed.

2.  Neutralize Their Home Court Advantage

Whenever possible, meet with difficult individuals at a neutral location (i.e. conference room
instead of their office, coffee shop instead of their home), to help reduce their sense of home
court dominance when speaking with you on their own turf.

3.  Be Assertive and Professional in Communication.

Many difficult people respect those with strength, and listen more to those who communicate
with assertiveness.

4.  Bring Solutions

Let the difficult person know that you yourself are in control. If there is an issue, don’t go to the
difficult person just to discuss the problem. Go with solutions in mind. Many difficult individuals
work most positively with those who present themselves from a position of strength. They’re
more willing to communicate and work with those who take the initiative, and lend their
cooperation to those who show they can help themselves.

5.  Focus on Consequence 

The ability to identify and assert consequence(s) is one of the most important skills you can use
to "stand down" a difficult person. Effectively articulated, consequence gives pause to the
challenging individual, and compels him or her to shift from obstruction to cooperation.