Are you surprised at where you ended up on the continuum? How about the other side? If so, look back at the questions to see which items you assigned a 0 or a minus number. Ask yourself:
In which zone (i.e., win-win, adversarial, or neutral) am I?
In which zone (i.e., win-win, adversarial, or neutral) are they?
Determine if changing any of these items would enhance the negotiation. If you discovered that the other party did not trust you, what are some gestures or behaviors that you could exhibit to prove trustworthy to the other side? Perhaps, disclosing some in-depth information about your needs could work to build trust.
If you are under time pressure, what can you do to relieve it? Many union negotiations have a midnight strike deadline to put pressure on both sides to reach an agreement. Sometimes, negotiators will literally stop the clock; in one instance, by pulling the plug from the wall. In terms of a win-win outcome, how could you go beyond just the issues on the table to expand the pie so that a win is possible for both sides? Consider the loan processing case from Chapter 2 where the director of loan processing agreed to serve as an advocate for the IT department in the next budget round.
Finally, if a long-term relationship is important to you but not necessarily important to the other side, what can you do to enhance the importance of the relationship to them? Think about it from their perspective. What could you do so that they need ...