Ratgeber für MicroUnternehmen
Abrasive negotiating involves a demanding,
aggressive and demeaning negotiator. The reasons for abrasive negotiating range from cultural patterns to simple ignorance. Abrasive negotiating can be resolved with training and education.
Reasons
Abrasive negotiation is interpreted in some cultures as a sign of strength. Negotiations typically occur with equals, near equals or when one party has something the other wants or needs. By demeaning the other party, the abrasive negotiating is a sign of strength or higher position. Competitive natures can create abrasive negotiating, since the negotiator wants to extract as much as possible from the other party and even cause harm. Abrasive negotiating arises when personal distaste for others results in the emotional baggage affecting the negotiations. Acting aggressively in negotiations can be a deliberate tactic to put the other party on the defensive in the hope that the negative emotional state will result in accidental revelations of information or the person agreeing to terms they would never sign if in a rational state. Abrasive negotiating can also occur when the negotiator has no idea how to negotiate a collaborative solution in which both sides win.
Solutions
- Refuse to tolerate the abrasive negotiating. If someone acts abrasively, terminate the negotiations then and there. If the negotiator acts that way again, tell their supervisor that the negotiations cannot occur until someone more respectful is sent to work with you.
- Train employees and salespeople in the art of collaborative negotiations. This can improve sales and relationships with customers who are turned off by abrasive negotiating.
- Inform foreign negotiators of the proper customs in your country. While conflict and disrespect may be common in their nation, it is not considered appropriate business conduct in the West.
- Teach employees that abrasive negotiating is not necessary to get things done. Discuss methods of giving criticism in the sandwich method, beginning with praise or respect, layering the criticism and then ending with the appreciation of their intent. Teach managers how to accept complaints and criticisms without taking them personally. And provide venues for open discussions on matters like pay, overtime, vacation scheduling and work assignments. If people learn how to discuss matters openly and honestly, abrasive negotiating to get what they want will no longer be seen as necessary.