9.3 Strategies for Negotiating Against Teams

Negotiating against a team can be daunting, but it's not impossible. Power imbalances, coordinated strategies, and information asymmetry are key challenges. To level the playing field, research team members, observe their dynamics, and ask probing questions.

Leverage team differences by highlighting inconsistencies and aligning with individual members. Set clear boundaries, maintain emotional control, and use time strategically. Remember, a strong BATNA is your secret weapon. With the right approach, you can hold your own against a team.

Negotiating as an Individual Against Teams

Challenges of team negotiations

Top images from around the web for Challenges of team negotiations

• 

  Business Negotiation as a Crucial Component of Sales - Research leap View original

  Is this image relevant?

• 

  Stages of Negotiation | Organizational Behavior and Human Relations View original

  Is this image relevant?

• 

  Business Negotiation as a Crucial Component of Sales - Research leap View original

  Is this image relevant?

• 

  Stages of Negotiation | Organizational Behavior and Human Relations View original

  Is this image relevant?

1 of 2

Top images from around the web for Challenges of team negotiations

• 

  Business Negotiation as a Crucial Component of Sales - Research leap View original

  Is this image relevant?

• 

  Stages of Negotiation | Organizational Behavior and Human Relations View original

  Is this image relevant?

• 

  Business Negotiation as a Crucial Component of Sales - Research leap View original

  Is this image relevant?

• 

  Stages of Negotiation | Organizational Behavior and Human Relations View original

  Is this image relevant?

1 of 2

• Power imbalance occurs when teams have more resources and expertise than an individual negotiator
  • Individuals may feel outnumbered and intimidated by the team's collective strength
• Coordinated strategy allows teams to plan and execute a unified approach to the negotiation
  • Individuals must adapt to multiple negotiation styles and tactics employed by the team
• Information asymmetry arises when teams can share information and insights internally
  • Individuals may struggle to gather and process all relevant information on their own

Strategies for team assessment

• Research team members to identify individual roles, expertise, and decision-making authority
  • Understand personal motivations and negotiation styles of each team member
• Observe team interactions to assess power dynamics and relationships within the team
  • Identify potential disagreements or conflicts among team members that can be leveraged
• Ask probing questions to encourage team members to share information and perspectives
  • Uncover underlying interests and concerns of the team and individual members

Leveraging team differences

• Highlight internal inconsistencies by pointing out contradictions or conflicting statements made by team members
  • Question the team's unified front and shared goals to create doubt and uncertainty
• Align with individual team members by finding common ground and shared interests
  • Encourage them to advocate for your position within the team's internal discussions
• Exploit power struggles by identifying and emphasizing differences in authority or influence among team members
  • Use these differences to create doubt and uncertainty within the team's cohesion

Control in team negotiations

• Set clear boundaries and expectations by establishing ground rules for the negotiation process
  • Communicate your own goals and limits clearly and firmly to the team
• Maintain emotional control by remaining calm and composed in the face of team tactics
  • Avoid reacting impulsively or emotionally to provocations or pressure from the team
• Use time strategically by taking breaks to regroup and assess the situation
  • Slow down the pace of the negotiation to maintain control and gather information
• Prepare alternatives by developing a strong BATNA (Best Alternative To a Negotiated Agreement)
  • Be willing to walk away if the team's demands are unreasonable or manipulative