Dual Concerns Theory of Negotiation
To deal with conflict in a negotiation, you need to understand what motivates the other party—what’s their negotiation style?
In the duel concerns theory, four negotiation styles are derived from concern characterized by two intersecting axes: (1) substance, and (2) the relationship. And (as with most concepts in business) a quadrant describes it best! Here it is:
Avoidance
At low concern for substance and the relationship is avoidance. This type of negotiation style is challenging, because you're dealing with someone who isn't really interested. Avoidant folks tend to sidestep or withdraw from conversation, wait out conflict, and postpone discussions.
- Risk: This deal may not get done. If conflict arises, avoidants may retreat. Engagement may be lacking, and reaching any resolution or agreement may be challenging.
- Strategy: Create low-pressure environments for discussion. If you're willing, do the extra work of breaking complex issues into smaller, more manageable parts. Create gentle accountability with clear timelines.
Accommodation
At low concern on substance and high on relationship you have accommodation, a yielding approach to negotiation. Accomodators yield quickly to others’ demands with an element of self-sacrifice, and tend to prioritize being agreeable over winning.
- Risk: What you accomplish could be one-sided (the other party is vulnerable to exploitation). Because of this, accomodators may overpromise, and later not be able to deliver. Resentment may build throughout the negotiation due to unaddressed needs.
- Strategy: Work toward addressing substance by creating a safe space to raise concerns. Avoid taking advantage of accomodators cooperative nature, and work toward mutual gains to avoid resentment.
Competition
At high concern for substance and low concern for the relationship is the competition personality type. Competitors pursue their own concerns aggressively, often at the expense of others.
- Risk: Aggressive tactics, concessions may be viewed as weakness, narrow focus on claiming value rather than creating it.
- Strategy: Prepare strong alternatives (see BATNA) and use objective standards and criteria to justify your position.
Collaboration
High concern for substance, and high concern for the relationship gives you collaboration. Collaborators are interested in working with you to find mutually beneficial outcomes that are fair to all involved.
- Risks: Collaborators can spend excessive time exploring all options, can be take advantage of by more competitive types, and can over-complicate simple negotiations.
- Strategies: Use information-sharing and joint problem-solving to engage, focus on underlying interests and needs, be prepared for a longer negotiation process.