As a term, negotiation is open to a number of interpretations surrounding its basic meaning. Many people see the process of negotiation as intimidating and, possibly, better avoided, however this may ultimately lead to feelings of ill-conceived contentment surrounding their current working predicament (at least Oliver Twist tried!).
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| Healthcare, holiday plans, and additional salary are all factors that could be up for negotiation. |
Back and Back (2005) identify three key behaviour types that can contribute both positively and negatively in a negotiation situation - assertion, non-assertion, and aggression. The trio begin to come to life and explain themselves when applied to a situational workplace example, which in this situation surrounds your 'bog standard' pay rise.
Assertion
"Expressing your needs, wants, opinions, feelings and beliefs in direct, honest and appropriate ways." (p1)
Situation:
You've worked yourself to the bone over the past few months, whilst you think fellow team members such as Oliver (not Twist...) haven't given half as much to the team.
Action:
Emphasise the hard-work that you have contributed, whilst respecting the rights of fellow employees. Make this about YOU, rather than an opportunity to criticise and attack others.
Non-Assertion
"Failing to stand up for your rights or doing so in such a way that other can easily disregard them" (p2)
Situation:
The manager has taken 15 minutes of his lunch break to listen to what you have to say, in what has been an otherwise hectic day.
Action:
"The team has worked really well as a unit over the past 3 months, which is something I feel should be rewarded in turn". Not only is the output a false representation of your feelings, but it is now unclear to the manager as to why the meeting was scheduled! Do you want a office paintballing day out or a personal raise?
Aggression
"Expressing your own needs, wants and opinions (which may be honest or dishonest) in inappropriate ways" (p3)
Situation:
You have a disagreement with a colleague, which pushes you over the edge after a long couple of working weeks.
Action:
You burst into the managers office and demand that changes be made to your department, in turn naming and shaming several employees in the process.
Different approaches yield different consequences as a result - although every situation is different from the next, the end result must always be taken into consideration.
Have you had to negotiate in difficult situations previously? How did you approach and undertake this?
