New way of Negotiation

Think back to a recent negotiation that you were involved in. Were you apprehensive that
your counterpart in the negotiation would be better prepared or more skillful? Perhaps you
were hopeful that the facts favored you and that your alternatives were much better than
those of your counterpart. Were you nervous because your processional possibilities were
tied to the outcome? During the negotiation, were you surprised by some new facts you
didn’t know or made angry by the patronizing attitude of the other negotiator? And at the
end, were you thrilled at the outcome.

Don’t let them get to you, good advice for negotiating? But what is the way to become the
expert negotiator? I have experienced the new way of negotiation, which is very intrinsic,
primary and fundamental part of human experience. We often negotiate under the
influence of emotions, it plays many important roles: it motivates us to act; it provides us
with important information about ourselves, the other party, and the negotiation; it helps
organize and sharpen our cognitive processes; and it enhances the process and outcome of
a negotiation when used strategically. While the emotion we experience provides us with
information, the emotion we display provides information to others that can be an
incentive or deterrent to their behavior.

Initially, emotion was considered to be an obstacle to a good negotiated outcome and a foe
to an effective bargaining process. Emotion in negotiation is a very common thing. Yet,
many people suggest that being emotional is a sign of a weakness or is the behavior of an
unsophisticated negotiator; some say that emotions must be repressed.

There are many advantages to being an emotionally intelligent negotiator. For example, an
emotionally intelligent negotiator is able to gather more and richer information about the
other side’s underlying interests and reservation points; can more accurately evaluate risk,
which leads to better decision making; can better perceive opportunities to use negotiation
strategies and tactics that involve emotions; and can more successfully induce desired
emotions in negotiation opponents.

Negotiations often suggest a variety of emotions, especially anger and excitement. Angry
negotiators plan to use more competitive strategies and to cooperate less, even before the
negotiation starts. However, expression of negative emotions during negotiation can
beneficial: legitimately expressed anger can be an effective way to show one's commitment,
sincerity, and needs. Excitement provides the high charge of negotiation.