Negotiations — where to start

What are negotiations?‍

‍A negotiation is a process - a conversation in which two parties try to come to an agreement. According to “Getting to Yes: Negotiating an Agreement Without Giving In” by Roger Fisher and William Ury, effective negotiations should: focus on business, separazione del problema dalla persona and Based on objective criteria.

• Focus on business means that instead of repeating: “I want to raise PLN 1,000”, it is better to present arguments based on the results of the work, the benefits for the company and your own contribution to the projects.
• Separation of the problem from the person — we discuss conditions and facts, not attack each other.
• Criterias objectivais such as market data, industry reports or scorecards. They make decisions more transparent and harder to challenge.
  
  

Chess metaphor — move planning

As in chess, in the process of preparing for the conversation, it is worth preparing an action plan for yourself - scenarios of how the conversation can turn out. Remember to have a plan A, B, or even C. Every move matters and requires anticipating the reaction of the other party. What elements can we decompose the game that awaits you?

• Opening: Your first argument sets the tone of the conversation. A good example is to prepare a short summary of your own achievements and propose solutions before the other party has time to react.
  
  
• The middle of the game: The exchange of offers and counter-arguments requires tactics. It is worth preparing several options, for example an increase in the amount of X, a smaller amount plus bonuses or flexible working hours. Thanks to this, you can avoid a dead end and find a compromise faster.
  
  
• Endgame: Final decisions and compromises — you should have a plan B, and sometimes even C, to know when to accept the offer and when to let go of the search for an agreement.
  
  

You know what it is zugzwang? It is worth knowing about it. This is a situation in which the compulsion to move worsens the position. In negotiations, this can take the form of time pressure or force an immediate decision. Aware of this mechanism allows you to prepare strategies that will make it difficult to refuse.

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Preparation for negotiations

Good preparation increases self-confidence and effectiveness in action. What does a good preparation for negotiations include?

1. Determination of the goal and BATNA - BATNA (Best Alternative to a Negotiated Agreement) is the best alternative if negotiations fail. A knowledge of BATNA allows you not to agree to terms and conduct a conversation confidently.
   
   

Example: an employee wants a PLN 1,000 pay rise. If the boss refuses, their BATNA might be: the possibility of a quarterly bonus, a change of position within the company with better pay, or a job offer from another company. Knowing the BATNA, the negotiator can decide when it is worth continuing the conversation and when to give up.
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2. Gathering data and facts — prepare salary reports, project results, examples of achievements. The facts are irrefutable and provide solid support for your arguments.
   
   
3. Preparing alternative proposals — MESO MESO (Multiple Equivalent Simultaneous Offers) involves of presenting several equivalent offers at the same time, instead of single proposal.
   
   

Why it is worth using this technique: it gives the other party a sense of choice, demonstrates flexibility and minimises the risk of the entire proposal being rejected.

Practical example: an employee negotiates a pay rise:

• Option 1: increase PLN 1000 per month,
• Option 2: increase PLN 600 + bonus after achieving KPI,
• Option 3: increase PLN 500 + additional budget for training.
  
  

4. Practicing arguments — rehearsals in front of the mirror or with a colleague allow you to manage stress and prepare reactions to difficult questions.
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The Power of Silence in Negotiations

‘Speech is silver, silence is golden’ – use this to your advantage! Silence is an underrated tool for negotiators. MIT Sloan research shows that pauses of 3–7 seconds lead to better conversation outcomes, as the other party has time to reflect and is more likely to reveal additional information.

A short silence allows you to:

• avoid impulsive decisions,
• encourage the other party to clarify their position,
• gain an advantage by controlling the pace of the conversation.

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The venue for negotiations matters

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The venue for negotiations is also of great importance. It should be neutral, quiet and conducive to a free exchange of ideas – then the interlocutors can focus on the merits of the case rather than on the surroundings or distractions. The right space creates a sense of security and comfort, which directly translates into the quality of the dialogue. You will find such conditions at Stara Drukarnia – our interiors are designed for business talks, mediation, negotiations and training. If you need a space in Łódź that supports constructive dialogue, please contact us.

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Typical employer counterarguments and response strategies

Employer often raises various arguments in conversations about raising or working conditions.

• One of the most common is the statement: “There is no budget.” In such a situation, it is worth proposing a phased option or alternative forms of remuneration, for example, a project bonus, which does not immediately burden the company's budget.
• Another counterargument is: “That would be unfair to others.” In response, it is good to refer to objective criteria and own results, so that the decision is transparent and fair for all employees.
• Often there is also a remark: “Your results are good, but we expect more.” In this case, it is best to ask for specifically defined goals and deadlines, after which a raise or other concessions will become possible.
• Finally, the employer can say: “I need to consult with the board.” It is worth then to determine the date of the next conversation and the range of information needed to make a decision so that the conversations do not drag on indefinitely.

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The most common mistakes in negotiations and how to avoid them

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1. Lack of preparation
   A lot of employees start talking about raising or working conditions without solid data, goals or strategies. Absence of preparation means that the negotiator can easily succumb to pressure from the other party or accept an offer.
   How to avoid: before the interview, collect the facts: salary reports, achievements, project results. Prepare a list of your strong arguments and several variants of proposals (MESO).
   
   
2. Negotiating under the influence of emotions
   Fear, anger or a sense of pressure can lead to impulsive decisions. Responding emotionally can also destroy the professional atmosphere and reduce the chances of an agreement.
   How to avoid: before the conversation, take a few deep breaths, analyse response scenarios, practise your arguments, and during the meeting, use short pauses to control your emotions.
   
   
3. Giving an ultimatum without an alternative
   A. The employer may refuse or consider the proposal impossible to fulfill.
   How to avoid: Beware of your BATNA and prepare alternative solutions — e.g. bonuses, training, flexible working hours.
   
   
4. Comparing yourself to other employees
   Citing the salaries of colleagues rarely works in favor of the negotiator, because it takes away the objective character of the conversation and can arouse a sense of injustice.
   How to avoid: focus on your own results, achievements and contributions to the company. Arguments based on facts and objective criteria are much stronger than subjective comparisons.
   
   
5. Lacking a clear plan of next steps
   Some negotiations end in general like “we'll talk later” without setting specific deadlines and criteria. This can lead to decision dragging and frustration.
   How to avoid: after each conversation, set specific steps, deadlines and criteria to monitor progress.

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Summary

Negotiation is a process that aims to achieve consensus — an optimal solution that, at least partially, satisfies both parties. This is not a fight or a duel, but a constructive conversation based on mutual understanding, preparation and listening skills. Success in negotiations lies in finding common ground, compromises and practical solutions that are realistic and acceptable to all participants.

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