A negotiation is nothing but a basic form of human interpersonal communication. A negotiation happens between two individuals when one person wants something from another person and vice-versa (Shell, 2006). An effective business negotiation aims at a win-win situation for both the parties sitting across the negotiating table. On the other hand, business negotiation in the context of relationships is more about understanding each other better than closing any deals. Interestingly, the dining table often becomes the negotiating table within relationships. More importantly, negotiating within relationships is very sensitive as it is likely to taint relationship between individuals. Because of this reason, people tend to postpone negotiation of key issues. In other words, negotiating within relationships is much difficult as compared to business negotiation between two partners who are not related. When a negotiation happens within a relationship, chances are that one of the negotiating partners would finally give in to safeguard the relationship. Negotiators who are not closely related tend to bargain more effectively as both the negotiating partners may not insist on a preferred solution.
One of the key elements in managing negotiations within relationships is openness and transparency. Openness on the part of an individual during a negotiation builds trust while reinforcing a more accountable behavior (Covey & Link 2012). A person is said to enjoy the trust of another person when he or she comes forward to act and take decisions that favor the other person. Such trustworthy behaviors are characteristic of individuals who are related to each other. Trust on one partner influences another one to readily cooperate during a business negotiation. More the trust a person enjoys with others during a negotiation, more healthy would be the process of negotiation. Besides, the negotiation leads to more information sharing and understanding of each other. However, blindly trusting another person in a negotiation because he is a relative also proves dangerous sometimes, particularly when the person’s intention is selfish.
Secondly, a person’s character influences business negotiations within relationships. A person’s character is a set of personal qualities that remain stable in him for a longer period of time. Also, characters, both good and bad, once developed are difficult to change. A man of good characters enjoys the respect of other family members and friends. People known for their impeccable characters can easily win negotiations. This explains why certain individuals who are most respected in their family and society can easily take others into confidence and implement their plans in family businesses On the other hand, individuals with a bad reputation because of their past behaviors and actions will have a tough time while negotiating with others. A person with a tough reputation cannot effectively influence the others sitting in the negotiating table as he loses the trust of the relatives. People with a poor reputation due to their self-centeredness cannot assure equal justice to everyone during negotiations.
Thirdly, fairness plays an important role during negotiations within relationships. Fairness takes different forms. A business negotiator may intend fairness to all the individuals concerned during a business negotiation or propose a pragmatic solution to a business problem that is acceptable to everyone. Similarly, during a negotiation within relationships everyone present must feel that they are respected and valued. Considering the view points and feedbacks of everyone is a good sign of successful negotiation within relationships. Fairness also means treating everyone equally during a business negotiation regardless of an individuals’ age or economic status.
In brief, negotiations within relationships are driven by: openness or trust that readily takes everyone into confidence; character of individuals that inspires others to settle upon a solution put forward by them to problems; and finally fairness that assures everyone equality.
References
Covey, S.M.R., & Link, G. (2012). Smart Trust: Creating prosperity, energy and joy in a low-trust world. New York: Simon & Schuster.
Shell, G.R. (2006). Bargaining for advantage: Negotiation strategy for reasonable people. London: Penguin Books.
