BBI of Chicago
Effective communication as essential in a negotiation
By: André Felipi da Silva.
It is undeniable that the act of negotiation is present in our daily lives. Negotiations include a voluntary process in which both parties exchange resources towards the end goal, a considerable agreement that is reached. (Moreira, 2010). However, in the corporate environment, the negotiator's skill is increasingly considered a decisive factor for the success of the organization. (Fisher; Ury and Button, 2005). Thus, this paper is interested in emphasizing the importance of communication in negotiations.
According to Martinelli (2002), from a systemic point of view, the first consideration for negotiation is its process. The process' stages include the input: the impact of the negotiation; the process: the negotiation itself; the process of transforming the input; and the finishing; and the end: outcome of the negotiation.
According to FISHER, URY AND BUTTON (2005), the parties involved in the negotiation process must understand each interest and produce a set of mutually beneficial choices, seeking to reach an agreement, conciliate opposing interests, and allow the establishment of effective relationships.
According to MARTINELLI and ALMEIDA (2006), communication is the process where two or more people exchange and understand the information to influence human behavior. Generally, the elements that exist in the communication process are the sender, receiver, message, channel, and feedback.
Communication is one of the most important processes in negotiation, noting that communication is essential for activities inside and outside the organization, whether verbal or non-verbal, formal or informal.
According to MARTINELLI (2002), business relationships involve numerous aspects of communication, causing a direct impact on the results of organizations. Among the various functions of the executive in an organization, we can highlight: making decisions, motivating the workforce, and facilitating communication in the organizational environment.
In most organizational situations, negotiators communicate explicitly with each other. However, in other situations communication is unspoken and not explicit, and people communicate through their actions.
According to DANTE (2010), an important aspect of this fact is that there is only a communication process when the message content is explained in some way by the recipient. That is, when a response to the message effect is observed. Therefore, this should be the primary concern of the administrative personnel involved in the negotiation process.
When decomposing communication actions, especially in a negotiation environment, it is premised on dialogue, interaction, and joint action. It cannot be mistaken with the unilateral process of transmitting the information.
We can see that throughout the negotiation process, the negotiator needs to be an excellent communicator, as he is primarily responsible for managing ideas, and knowing how to impose them in a successful negotiation process. In an active negotiation, negotiators and communicators must take all necessary steps to succeed on their journey.
DANTE P.; ALMEIDA, Ana Paula de. Negociação e solução de conflitos: do impasse ao ganha-ganha através do melhor estilo. São Paulo: Atlas, 2010.159p.
MARTINELLI, Dante Pinheiro. Negociação, administração e sistemas. 2001. SemeAd-FEA-USP. Available at: <https://www.revistas.usp.br/rausp/article/view/44411/48031>. Acessed on: February 4, 2014.
FISHER, Roger; URY, William; PATTON, Bruce. Como chegar ao sim: negociação de acordo sem concessões. 2nd ed. rev. e ampl Rio de Janeiro: Imago, 2005. 214 p.