Strategic Negotiations—Virtual

One-dimensional (1D) negotiators seek interpersonal effectiveness, whether in person, by email, by platforms such as Zoom, or on the phone. They focus on elements of the immediate negotiating process, such as:

• Employing the most appropriate bargaining styles
• Creating the right atmosphere and setting communication dynamics
• Building trust
• Deciding on who should make the first offer, where it should be, and how to respond
• Understanding and effectively employing psychological dynamics such as anchoring, the contrast principle, the power of justification, reciprocity, and so on
• Framing issues attractively
• Persuading others
• Bridging cultural differences

Two-dimensional (2D) negotiators relentlessly look beyond the interpersonal process to the underlying substance of the problem, identifying where potential value exists and how to build agreements that realize this value for both sides. They focus on the principles of deal-crafting—the engineering of sustainable value creation by unearthing high value-low cost moves among potentially cooperative parties.

Three-dimensional (3D) negotiators know that once the bargaining table has been set, much of the game already has been played. They think hard about the architecture of the deal—how to set up and, if necessary, reset the table. Not only do 3D negotiators skillfully play the game as given, but they also act entrepreneurially on multiple planes to change the game and gain maximum advantage. They focus on issues such as:

• Who should be at the table? What is the best means to get them there? In what sequence and on what basis should they be approached?
• What set of issues should be discussed? Is it most productive to separate or combine issues?
• How should you enhance your “no-deal” walkaway alternatives and, in some cases, worsen the no-deal options of the other sides?
• Should there be a series of tables, possibly linked, separated, sequenced, or arranged in parallel?
• Which deal process is most likely to yield your target deal?
• How should expectations be set and, if necessary altered?