ANAL**The analytic negotiator is interested in issues, ideas, and is often detail-oriented, such as an engineer or accountant. The analytic takes his or her time deciding on issues, and doesn't like to come to a conclusion easily Without detailed factual documentation. The analytic works hard and usually gets the work done. S/he often has a neat workplace, but this is variable. The analytic often argues a proposal based on "the principle" of the matter.**
PRAG**The pragmatic negotiator is a take charge leader who is a very good manager of time and might have a neat workplace. Pragmatics map out the day into segments of time and then set and meet goals for each segment. They have high expectations for themselves and others to be efficient, organized, and keep within time goals. The pragmatic is uniquely susceptible to arguments about rules, efficiency, and precedent. This personality typing is similar to the Myers-Briggs psychological profile category.**
AMIA**The amiable negotiator is a type of negotiator who often has the following personal characteristics: slow to decide, thoughtful, usually is knowledgable, gets attached to a neighborhood or a car, likes people, good with names, more concerned about the impact of events on people than the issues, is more likely to be an advisor than a decision-maker.**
EXTR**The extroverted negotiator is a take charge leader who is not overly concerned with detail, can make up his or her mind quickly when need be, often is not a good manager of time, according to Roger Dawson and psychological profiles such as the Myers-Briggs test. The extroverted is generally liked. S/he forms likes and dislikes quickly, is somewhat impulsive, often likes sports and is enthusiastic by nature. To change the extroverted negotiators mind you may need to have others' interests or concerns explained carefully. Sometimes s/he is compared to the proverbial "den mother."**
ICOOPICOOP**If you have a tendency towards being an ineffective cooperative negotiator you must avoid yielding to win the friendship of the other side. Question the other side if they overstate their needs or claims. If you are not sure what they the other side is getting at ask them to clarify. Ascertain the other side's authority to enter into a binding commitment. It is vital that you keep your interests in mind as you search for a win-win outcome. Try to have reasons for all of your proposals. The reasons should reference objective criteria, if possible, e.g., averages of recent sales, precedents set in similar cities for such a development, etc.**
ICOOPICOMP**An ineffective cooperative negotiating with an ineffective competitive will have a bad interaction because you are too willing to "give away the store" in a fruitless attempt to win the other side's friendship. This behavior encourages the ineffective competitive to: refuse to move from their original proposal, continue making absurdly high demands and refusing to share information especially about their interests or areas of possible win-win options. Ask direct questions about the other side's interests and side-step the positional statements they constantly will put forward. The ineffective competitive negotiator will reject all reasonable proposals and creative options until you make it clear that there will be no deal under the circumstances. Calmly and firmly advance your points to find common ground. Ignore the obstreperousness. Whatever else, don't take it personally. The other side believes it is productive to perform this way and you will rarely convince them otherwise. Make it clear that you will walk away if the deal offered is worse than your BATNA. Under pressure of their interests, time and your firmness, the other side will often end up agreeing with your proposals or coming surprisingly close.**
ICOOPECOOP**As an ineffective cooperative negotiating against an effective cooperative you have to be very careful about making proposals that do not serve your interests, acting in a naive fashion, and starting off with an inadequate proposal. Sharing your interests should be followed up by achieving your needs. Find out if the other side's claimed needs are in fact reasonable and based on objective standards. The other side will not respect your failure to obtain your needs. Obtaining their friendship will not compensate you for "giving away the store." Be careful to map out a proposal curve that yields less than your instincts suggest. See brainstorm.**
ICOOPECOMP**If you are an ineffective cooperative faced with an effective competitive negotiator start out with a quite adequate proposal, seek win-win outcomes and do not give large unexplained proposal changes. Do not expect the other side to share information. Learn to find information by reading between the lines. Seek joint gains even though the other side will make you do all the work. Don't try to make the other side like you. Concentrate on achieving your interests. Explain to the other side that insisting on large concessions makes it unlikely you will arrive at a stable agreement. Gently remind the other side that you have good alternatives to a bad deal. Use tactics to creatively get around an impasse. Analyze what makes an effective cooperative negotiator and become one! One useful tactic is to prepare and rehearse responses so that you can respond quickly, calmly and firmly to all the insults and irrelevancies that you choose not to ignore. As the negotiation draws to a close use the possibility of no deal to exact a fair outcome. There may be last minute proposals. Just make sure that the proposal is really as good/bad as it appears to be at first.**
ICOMPICOOP**As an ineffective competitive you may overwhelm your ineffective cooperative opponent. However, both of you will likely overlook creative solutions to your needs in the process. Your bombast cannot replace the need for creative, insight into your mutual interests and finding joint gains that will allow for a stable agreement to establish the basis for future modifications or new agreements. The danger you face in winning big is that you will engender such resentment that the other side will back out or not want to do business with you again. Possible joint gains might get lost.**
ICOMPICOMP**As an ineffective competitive negotiating with an ineffective competitive the danger that no agreement will be reached or that the possible joint gains will be lost in the the sound and fury. Study what it means to be an effective competitive negotiator and be on guard against making positional demands and failing to be creative and personable in the midst of quarrelsome stonewalling. Try to avoid being irritating or difficult for the sake of being difficult. Look beyond the positional bargaining of the other side to consider how their interests dovetail with your intersts. Use judo and other techniques to avoid impasse.**
ICOMPECOOP**As an ineffective competitive negotiator negotiating with an effective cooperative negotiator you must avoid using bombast in place of creativity at finding a mutually satisfactory outcome. You probably won't be able to wear the other side down or intimidate them, but you may succeed in preventing any agreement from occuring. Domination won't replace the need to understand both sides goals and interests. Toward the end of the negotiation, be careful to avoid suddenly making large and unexplained proposal changes. Try to keep from alienating the other side. Use their willingness to explore interesting win-win options.**
ICOMPECOMP**As an ineffective competitive you will have trouble intimidating an effective competitive. You might consider finding how to express some limited concessions and to demand like behavior from the other side. Otherwise, both sides may decide that it "isn't worth the effort" and walk away from the bargaining table when much was possible by way of joint gains that would satisfy both side's interests. Use creativity to analyze the interests of both sides that underly their positions. Role play to better prepare for stonewalling tactics. Be careful not to let yourself make large concessions under pressure or in unguarded moments. Don't take the other extreme of refusing to make any concessions. Guard against making proposals that are overly extreme and will be seen as absurd, quarrelsome or just plain old difficult.**
ECOOPICOOP**As an effective cooperative negotiating against an ineffective cooperative you have to provide all the creativity since the other side is concentrating on pleasing you and fails to be able to add insight in the effort to find joint gains. However, you will achieve most if not all of your goals if you resist the temptation to overwhelm the other side and end up with a big win which may breed resentment and hurt future modifications or new agreements.**
ECOOPICOMP**As an effective cooperative negotiator you will find yourself frustrated by the apparent endless stonewalling of your ineffective competitive negotiator opponent. Rest assured that your patience will be rewarded by sudden and unexpected proposals by the other side. However, you must provide most of the energy needed to devise creative win-win solutions since the other side's energy is mostly devoted to sound and fury. When all seems lost in a pattern of endless absurd demands, don't forget that the other side would not be there, making their impossible proposals, unless they were genuinely interested in what you have to offer. Use appropriate tactics to get around an impasse.**
ECOOPECOOP**As an effective cooperative negotiator going up against another effective cooperative negotiator be sure to start with an adequate proposal and creative win-win suggestions. Also, prepare a proposal matrix that will provide rational explanations about why you are willing to put forth an offer. The other side will interpret new proposals without reason as a lack of purpose. They will seek to define your interests in a narrow sense and their needs in a more positive manner. Try to articulate a rationale for ways you can achieve a win-win outcome using creative options.**
ECOOPECOMP**As an effective cooperative be sure that you have the internal fortitude to put up with the stonewalling of an effective competitive negotiator. You will have some help in analyzing the situation and coming up with some joint gains that will be a win-win solution for both sides -- if you can avoid giving up or becoming resentful. The other side will make proposals that look to your interests in due course. Don't appear to be making proposals that yield your interests to gain favor or friendship. This might encourage the other side to be more aggressive in seeking its interests without looking for joint gains. Expect the negotiation to be long and difficult. Be rested and well-prepared. Review the various tactics that are useful for getting around an impasse.**
ECOMPICOOP**As an effective competitive negotiator you will be tempted to drive a very hard bargain against the ineffective cooperative but be careful for two reasons: you may find the other side walking away from the deal because they believe no fair agreement is possible from your absurdly high demands; and because the final agreement may be so one-sided in your favor that it would breed resentment and make modifications or new agreements unlikely or at best difficult.**
ECOMPICOMP**As an effective competitive negotiator you will probably succeed when negotiating with an ineffective competitive negotiator, however you must be on guard to avoid having the negotiation fail for too much emphasis on each side's demands and not enough on finding ways to satisfy both sides' interests. You must also provide all the effort to suggest solutions that are joint gains and provide a win-win outcome. You may regret the victory when attempting to modify the agreement or reach a new agreement.**
ECOMPECOOP**As the effective competitive negotiator you will be able to come up with a good agreement if you keep an open mind about the ways you can satisfy your needs with creative proposals made by an effective cooperative negotiator. Both of you have the ability to come upwith joint gains but it behooves you to keep your eye on your interests when the other side is extolling their needs and looking for you to spend more energy trying to provide for their interests instead of both of your interests. Avoid straying into the quarrelsome and difficult mode. If you are too strong in your proposals, and ignore their interests, you may discourage the other side or prevent future agreements because of resentment.**
ECOMPECOMP**As an effective competitive negotiator you do not have a lot to fear from another effective competitive negotiator as long as you do not get worn down or forget to put in the energy needed to come up with joint gains. Do not start with too low an opening demand and do not get caught up with the details of the other side's interests. Keep your concessions small and few with a well-thought out reason for every concession. If you both get resentful at their persistant search for their interests it will hurt the chances of future modifications or new agreements.**
