The Negotiation Book: Your Definitive Guide To Successful Negotiating

3.3. CIRCUMSTANCES WHICH INFLUENCE POWER

Power registers only when it is credible, believable and exercisable. However, there are many lessons from history that support the notion that the perception of power can work equally as well as real power derived by facts known to both parties.

Creating the perception of power before the negotiation begins can be achieved through demonstrating indifference, outlining the other party's options or the current terms they are operating on, all of which are designed to manage your expectations and suggest that they are negotiating from a position of strength. Trying to do so once discussions have begun is transparent and can prove futile. Negotiators have used their skills in positioning over the years to achieve this. The Complete Skilled Negotiator understands the value of clearly positioning the facts surrounding the circumstances of those involved.

The primary factors which influence the power between you and the other party are:

• need and dependency;

• time and circumstance;

• threats and consequences;

• supply and demand (scarcity); and

• information, transparency and knowledge.

The balance of power can be as much about your perception of power as it is about any real objective measure. Central to any power balance in negotiation is how need and dependency are viewed. Who needs whom the most, or at all? The fact that both parties are sitting at the table talking indicates that there is some interest in conducting business, yet power, or the perception ...