Negotiations - The Who, Stakes, and Situation + Strategy Chart

Task Orientation

Depending on the stakes and situation, this approach places more importance on reaching an outcome, solution, or resolution. High/Low task orientation

What forms the "framework" used to visualize and understand the differences between the five styles we commonly use to negotiate?

Every negotiation involves some sort of task and the interaction of two or more people or groups of people (parties).

What is the Situation (current and future consequences)?

If there is no time to make an informed decision, you may have to "flex" your position power to at least impose a short-term solution. On the other hand, if time is not an issue and all parties are willing, you can take your time, gather more information, and seek more appropriate options.

When is insisting appropriate?

If we have position power, and time is short, insisting may be the most appropriate style.

Is insisting appropriate with superiors and peers?

Insisting may not be appropriate as our opposite may have more position power than us. For instance, it's doubtful any of us could force our commander to act in a given situation. Therefore, cooperating, settling, or complying may be more appropriate.

Who are you dealing with?

Is it a subordinate, peer, supervisor, someone from another unit, service branch, or another country? Understanding "who" we are dealing with and the importance of the relationship can help us decide the best negotiation strategy to use.

Negotiations Strategies Chart (NSC)

See chart on pg. 6 of Negotiations pdf

Evade Strategy ("Not now, maybe later?")

The evade strategy reflects low interest in people orientation or task orientation. The negotiator seeks to avoid engagement or negotiations.

What are the Stakes (what do you stand to gain or lose)?

The stakes in a negotiated situation are what you stand (or are willing) to lose if negotiations go awry. If the issue is unimportant (the stakes are low), you could evade it or even comply with the other party. Conversely, if the issue is critical to you (the stakes are high), insisting or cooperating may be appropriate.

People Orientation

This approach centers on the relationship that exists between the individuals or groups involved. In some situations, developing or maintaining the relationship is more important than the task at hand

Settle Strategy ("Let's split the difference and call it a day.")

This option is used when task and people orientation are similar or equal and there is a desire to develop a compromising solution. Use this style when there is little chance of getting everything you want but a solution is necessary.

Insist Strategy ("My way or the highway.")

This strategy reflects low interest in people orientation, but high interest in task orientation. Use this assertive "winner-takes-all" task-oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship

Comply Strategy ("We will do it your way.")

This strategy reflects low interest in task orientation and high interest in people orientation. The negotiator is concerned with establishing, preserving or improving his/her reputation or relationship. Use this passive strategy when preservation of the relationship between you and the other party is more important than the task.

High Task Orientation

we are very motivated to resolve a problem or respond to a critical situation.

Low Task Orientation

we do not wish to (or need to) resolve the situation at this time.