Ethical Double-Teaming in Negotiation

1. Ethical Double-Teaming in Negotiation Negotiation and Conflict Management Class 8 John D. Blair, PhD Georgie G. & William B. Snyder Professor in Management

2. “Ethical Double Teaming”—Effective Process and Power Tactic • When To Use • During formal but known negotiations • During informal but known negotiations • Also use during key formal meetings • Also use during key informal meetings • Double Team Roles • Lead Negotiator or Talker • Knowledgeable and Credible Second • Done well, increases Lead’s power

3. Double Teaming—Different Roles • Lead Negotiator or Talker • Focus on whomever is talking • Provide articulate responses or questions • Second Negotiator or Talker • Focus on whomever is not talking • Watch body language: • Not understand? • Hostile or defensive? • Shows agreement?

4. Double Teaming— Lead Role Continued • Share core strategy and tactics • Desired outcome priorities • Acceptable alternative outcomes • Unacceptable alternative outcomes • Contingency plans • Develop decision rules for Second to act • Train Second prior to negotiations • What to watch for • Who to watch for • When to interrupt • When to add content

5. Double Teaming—Second Role Continued • Interrupt to: • Add clarification when someone has not understood • Alert lead when someone wants to say something but is not noticed by Lead • Add content when: • Lead has missed or forgotten something that needs to be said • Lead has been asked something that Second knows more about • New idea—consistent with strategy and tactics—has occurred to Second but not Lead