Bargaining. Conflict resolution. Persuasion. Negotiations.
What are the differences among all these important forms of interaction? Connected asked Columbia Business School Professor Bob Bontempo, who directs several programs on leadership and negotiations—including Negotiation and Decision-Making Strategies—to explain the distinctions.
Bargaining is most often done one-on-one, about one issue, and it is usually a one-time interaction: for example, buying a car, shopping at a garage sale or getting the best deal on used stereo equipment. Typically, your focus is to maximize your personal gain—and your relationship with the other person is less important. Bargaining is a skill that can be learned and improved with practice, but a surprising number of people rely on bargaining behaviors even when what they really need is to improve their conflict resolution, persuasion or negotiation skills. Training people to recognize what kind of situation they are in, and consequently the best response, is an important emphasis of the Negotiation program.
Conflict resolution is much more complex, often involving multiple parties discussing multiple issues, usually among people with long-standing relationships. Leadership in today’s organization often requires making decisions under pressure, driving an agenda and then managing conflict, because people need to continue working together after the conflict is resolved.
Persuasion comes into play on a day-to-day basis. Leaders need to build consensus, they need to change people’s minds or they need to overcome resistance to a change in strategy or implementation of a new initiative. Persuasion can be achieved both one-on-one and within teams. The key to successful persuasion is in understanding the target’s psychology: one needs to be able to fine tune their message based on the type of person they are dealing with. Some situations call for data and evidence, and others require a vivid example. Effectiveness requires having a broad set of tools.
Negotiations are a very different psychological process from persuasion. Negotiations involve creating mutually beneficial outcomes between multiple parties across multiple issues. Negotiations can be fast, often in a single meeting, where persuasion is usually slower, occurring over many discussions. Being aware of the different psychological processes can help practitioners improve their effectiveness by applying different tools.
In Negotiation and Decision-Making Strategies, participants are engaged in a series of increasingly complex interpersonal interactions; they practice specific skills, and get immediate and personal feedback about their effectiveness across a range of bargaining, negotiation and persuasion situations.
In these days of heightened circumstances, negotiation skills are critically important for business and personal success. The next session of Negotiation and Decision-Making Strategies takes place soon on the Columbia University campus. This is a popular program, so we encourage you to apply early. For more information and to apply, click here.