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“Power is what you think it is.”-Gary Karrass (Part II of P.R.O.F.I.L.E.)
4. F = Frames of reference
Paul McKenna is known throughout Britain and much of Europe for his success in using hypnosis both in his stage show and as the ‘therapist to the stars’.
Early in his career, Paul was invited on to a chat show to participate in a debate on ‘the dangers of hypnosis’. When Paul pointed out that he didn’t consider hypnosis to be dangerous, the show’s researchers excitedly explained that that was exactly why they wanted him to come on - to express his point of view. Paul knew that whoever sets the frame for any debate or negotiation invariably controls the outcome. Given that the show was being framed as being about ‘the dangers of hypnosis’, the best he could hope for was to show that hypnosis ‘wasn’t that dangerous’. He agreed to participate in the debate only if the frame was changed to ‘The healing potential of hypnosis’.
In the same way as two different frames can completely change the way you look at a picture or think about a debate, having a variety of frames through which to view a negotiation can completely change the way you approach it.
Here are some of the most common variables you can use to change the frame:
*How much territory is actually being covered in this negotiation? Is it just one product/idea/deal, or is it multiples?
*Is it a one-off, short-term, long-term, or the first of many individual ones?
*Is it about a detail of the deal (price, terms, etc.) or whether or not there will be a deal?
*What other similar deals can you compare this one with? Which deals might they want to compare it with?
*What’s a good metaphor for this deal? Is it like buying a house or like selling groceries? Is it like hiring a movie star or developing an athlete? Is it like a game of chess, a boxing match, or a dance?
5. I - Information
It is not unheard of for some Hollywood players to hire private detectives, set up surveillance equipment in hotel suites or even arrange the odd chance meeting with a beautiful woman or handsome man in an attempt to pick up some ’secret’ information that will give them the edge in a negotiation.
While much of this is ethically dubious or even blatantly illegal, the fact is that when it comes to most negotiations information is king, and the more you know about the other people’s resources, references, entry and walk away points the easier it will be for you to get what you want. As well as doing your homework and due diligence, a fun and useful way to pick up bits of extra information is to prepare for the negotiation from the other side’s point of view. Here’s how:
Imagine stepping into the other person’s shoes and look at things through their eyes. Ask yourself what really matters to you as this person. What’s your bottom line? What are you hoping for? What do you think you’ll get? What do you know that the other person (you know, the one who looks and sound remarkably like you) doesn’t?
While in one sense you are ‘making it all up’, it is surprising how often the information that comes to you in this simple thought experiment turns out to be useful and sometimes even spookily accurate!
L = Leverage
Your leverage in any deal comes primarily from who wants or needs to do the deal more. If they can’t get the funding without you on board and you know it, you’ve got leverage over them; if you’re going to go bankrupt without this contract and the other side knows it, they have leverage over you. (This is why having accurate information about the other side’s real situation and position can be so useful.)
This is also where the art of the bluff can come into play. Just because you do need the deal doesn’t mean you need to tell them that; just because they don’t seem bothered doesn’t mean they aren’t.
Ask yourself:
*What leverage (real or imagined) might you have over them? How can you best use that to your advantage?
*What leverage (real or imagined) might they have over you? How can you counter or at least lessen the impact of that leverage?
E = Ecology
In nature, ecology is the study of the relationship between an organism and its environment. In negotiation, it’s the analysis of how the way you negotiate and the results you produce impact the bigger picture of your business, your relationships, and your life.
Winning the deal but blowing the relationship might be OK in a one-off transaction, but disaster in a long-term multi-item deal. Losing the deal might mean not only a loss of potential short-term reward but also a negative shift in how people perceive you in the market place. And violating your own personal values and ethics in pursuit of a result will probably mess up your relationship with yourself, regardless of the outcome of the negotiation.
Be sure to ask yourself (and where appropriate, others) about the potential impact of as many scenarios and contingencies as you can come up with.
