The Negotiator Magazine

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If your situation is just, you are probably sitting at a negotiation table because you feel you’ve been harmed. If you have been harmed, it’s probable that it’s due to a failure of some kind – either in system or person. In order to encourage cooperation from your corporate adversary, you may be able to provide some powerful tools, in the form of verbal ‘fault-points’ for your opponent to carry to superiors, which may sound something like this: 

“Has upper management been realistic in allocating resources?” 

“Was there a breakdown in internal communications?” 

“Was there a failure to comply with regulations?”  

“Was there a breakdown in quality control?” 

“Surely this situation is unintentional.” 

“Someone is responsible within the organization for this situation or contributing to it.” 

“What is your capacity to correct this situation? Are you willing to devote necessary resources to correct it? If not, you should be prepared to defend that decision.”

“The solution I’m proposing can work in the field.” 

“It may help prevent similar situations in the future.” 

“These negotiations can serve as a model for future situations they should occur.” 

“This near term solution is more beneficial to corporate concerns than a long term conflict.” 


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June 2006