The art of negotiation has always fascinated me. It is a skill and it can be learned.
In an article titled “The Law Of Disinterest”, I discussed the mechanism of presenting a nonchalant attitude that communicated disinterest. This places the incumbent at a disadvantage as he/she is becomes anxious about losing out.
The next technique the I want to share is the “Good Cop/Bad Cop Tactic”.
This applies especially well when you are in a tricky negotiation and you’ve reached a deadlock.
Two people need to be involved for this to work. The one person (A) becomes aggressive and argumentative and then leaves the room. The remaining person (B) now creates an atmosphere of collaboration.
He makes out like A is being unreasonable. Once he senses that the ‘victim’ (V) is feeling more comfortable, he asks the proverbial question that might take things forward:
- B: “That guy is so unreasonable. He digs his heels in and that’s that. Is there not anything to that I can take back with me to try and persuade him?”
- V: “Alright, here’s my final offer – I’ll go to 7 more days and that’s it!”
- B: “Thank you – that is very helpful. But he wanted an additional 30 days. He’s a creep and a narcissist of note. Is there no way you can push it to 15-days. It seems silly to break this relationship over 7 days. With 15-days I think I can shift him.”
- V: “I’m not happy at all and I need Board approval. You get him to agree and I’ll take it to my Board. I agree, breaking our relationship over 7 days is silly.”
- B: “Great I’ll get back to you by Friday.”
This whole saga has been a set up. A and B have clearly managed to put V exactly where they will get their best advantage.
You have rightfully dismissed an employee for gross misconduct and they have gone to CCMA. Your procedures were amiss and your company lost the case. The employee wants 12 months back pay.
The Bad Cop starts off angrily by saying that he thinks that this is ridiculous and he won’t pay. If forced, he will take the matter to court. He storms out leaving you with the employee and her representative.
You start off by saying “I think he is a creep. It always has to get his way! You think you have problems – I have to work with the guy every day.”
The employee’s representative says that there is not much they can do and the law must take its course.
You say “I’m so aggravated with him. He just makes my life difficult. I have to handle all the legal work and the attorney- this really is irritating. And then he wants everything yesterday!”
“I sympathise with you but it’s seem we have no other choice.”
Me: “I have to start by saying this is a very long shot but, if I was able to persuade him to settle, would you accept 6 months instead of 12?”
“Neither would I! And if I got him to pay you today? Remember that going legal is a long drawn out affair. You won’t see your money for at least a year.”
“Let me confer with my client in private.”
You leave the room and wait.
Ten minutes later he calls you in and says he will only agree if 10 months are paid.
You say: “You don’t understand this guy is very difficult he will never agree to 10 months.”
“Okay my final offer is seven – no less than 9 month.”
“Okay,” you say. “Let me see what I can do.”
Again, the employee and her representative have been set up.
It’s a neat strategy and it should work in most cases.
Of course, I am not suggesting that you use devious tactics to out-do unsuspecting defenseless people. These are business tactics to ensure that you obtain best advantage.
It’s part of the game! So, play it!
ABOUT THE AUTHOR:
Clive Kaplan is an internationally renowned executive and leadership coach, the GO-TO- GUY for aspiring professional executives and a SAICA registered CA(SA).
Please visit the website www.coach.greenmindcapital.co.za or contact Clive directly on:
- EMAIL: firstname.lastname@example.org
- CELL: 072-280-6878 (best to leave a SMS)
Clive believes that the CA(SA) qualification has international acclaim and is the best business degree available.
With over 25 years’ experience as an executive director in both listed and unlisted companies, Clive brings some interesting perspectives to the field of management. Having been involved at Director/Board level, he offers a wealth of wisdom on both the people and business front.
Clive is the CEO of THE GREEN MIND CAPITAL GROUP. The company focuses on assisting executives, especially emerging young CA’s, in maximising their potential and fast-tracking their careers.
Clive has been involved with coaching and self-development since 1994. His mix of years of practical executive experience coupled with his own personal self-development journey brings together a unique method of Transformation Coaching. He has hundreds of hours of one-on-one coaching to his credit.
You might be interested to visit his LinkedIn page https://www.linkedin.com/profile/preview?locale=en_US&trk=prof-0-sb-preview-primary-button and review past client recommendations.
Clive is a prolific writer on LinkedIn PULSE and has over 22,750 followers. He has written over 100 articles on various topics from financial management and operations to job search and confidence building. He is also the author of the winQs series (pronounced ‘winks’) which appears regularly on the LinkedIn network.
Clive is also a voluntary mentor for ORT Jet and The Hope Factory, (a SAICA initiative). He also works closely with the More-T0-Life Program.