Communication in Negotiation in Management

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Communication in Negotiation in Management

Negotiations are an integral part of work processes, and they can take place in various settings from personal meetings between employers and company employees to negotiations between states. Experienced negotiators understand the importance of communication and use multiple techniques to improve it. Other influential aspects of the negotiations are the questions asked by the parties. Although negotiations are often a complex process requiring utmost care and caution, careful preparation and mastery of communication techniques can help negotiators.

The effectiveness of communication in negotiations significantly determines their result. According to Schermerhorn and Bachrach (2020), improved communication is possible through openness and transparency, active listening, feedback, and proper space organization. In the context of negotiations, active listening and the design of space can play a crucial role. In particular, a place for negotiators should promote equal communication and not single out one of the parties. Negotiators should also clearly see and hear interlocutors, and their movements should be free rather than constrained. Active listening involves attention to words and non-verbal signs during negotiations and subsequent appropriate reactions to confirm understanding of the presented message (Schermerhorn & Bachrach, 2020). For example, after listening to the interlocutor, the negotiator can ask questions, rephrase what was said to clarify information, and confirm understanding. In such conditions, communication will be more comfortable and lead to better results.

Questions in the negotiations are necessary to obtain information for its subsequent use. However, given in the wrong way, they can demonstrate protection position and not be helpful (Ask better, 2020). Questions may also seem a threat to the other side, even if they are not. Nevertheless, some questions types contribute to fruitful negotiations satisfactory to both sides. In particular, it is essential to ask open questions that cannot be answered briefly yes or no (Ask better, 2020). Their advantage is that they reduce the risk of showing a threat and allow another negotiator to decide how much information to disclose (Ask better, 2020). Moreover, open questions encourage long answers, facilitating the negotiation process.

Other types of questions may benefit, depending on the situation. For example, the negotiator can ask a probing question when lacks the necessary information. At the same time, it should not be biased, show a disguised opinion, put pressure on the interlocutor, and should be formulated neutrally. In some cases, explanations revealing the questions background would be appropriate. Tacking these aspects into attention, the negotiator will achieve better results and obtain the necessary data.

Thus, negotiations are a complex process that requires careful preparation from the participants. They should pay attention to improving communication for establishing a better understanding and prepare appropriate and well-formulated questions to facilitate negotiations. The organization of space, active listening, and open questions are effective techniques for improving communication. Open questions are especially valuable in negotiations as they help get the necessary information, pose a lesser risk of misunderstanding, and enhance the conversation. In some cases, probing questions will be appropriate, but they should not show bias or subjective opinion.

References

Ask better negotiation questions. (2020). Program on Negotiations (PON). Harvard Law School. Web.

Schermerhorn, J. R. & Bachrach, D. G. (2020). Management (14^th ed.). Wiley.

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