This chapter focuses on power in negotiation. By power, mean the capabilities negotiators can assembly to give themselves and advantage or increase the probability of achieving their objectives. All negotiators want power; they want to know what they can do to put pressure on the other party, persuade the other to see it their way, get the other to give them what they want, get one up on the other, or change the other’s mind.
Whys is power important to negotiators? - Because it gives one negotiators an advantage over the other party. Negotiators seek power to offset or counterbalance the other’s advantage and gain or sustain one’s own advantage in upcoming negotiation.
A Definition of Power, people have power when they have “the ability to bring about the outcomes they desire” or “the ability to get things done the way (they want) them to be done.
Sources of Power – How people acquire power, Understanding the different ways in which power can be exercised is best accomplished by looking first at the various sources of power. This chapter takes the major sources of power into five different grouping: Information sources of power, Personal sources of power, Power based on position in an organization, Relationship-based sources of power, and Contextual sources of power.
Dealing with Others Who Have More Power, This chapter give some advice to negotiators who are in a low-power position by Michael Watkins’s advice: Never do an all or nothing deal, Make the other party smaller, Make yourself bigger, Build momentum through doing deals in sequence, Use the power of competition to leverage the power, Constrain yourself, Good information, Ask lots of questions, and Do what you can to manage the process.
In conclusion, Negotiators have to know that power can be created in many different ways in many different contexts, and a source of leverage can shift from one category to another over time.
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