Text 1. Negotiations

Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of the general policy of the company or instutuion in relation to the issues and they must be familiar with the organisational structure and the decision-making process.

However, awareness of these facts may not necessarily leed to a succeful outcome. Personal, human factors must be taken into account. The approach and strategy adopted in negiotiating are influenced by a cool, clear logical analysis of the facts and one’s interests. The personal needs of the actors in negotiating must therefore be considered. These can include: a need of friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one’s own side and to be promoted and, finally, an occasional need to get home reasonably early on the Friday evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times.

Researches who have studied the negotiating process recommend separating the people from the problem. An analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This neccesity to be hard on the facts and soft on the people can determine style of negotiating language.

Language varies according to the negotiating style. In negotiation you can use either a co-operative style or a competitive one.

In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other.

Or in оther words that both parties will benefit more in the long run in friendship and co-operation even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals.

Unfortunately co-operative style negotiations without a trace of competition are rare. In most negotiating situations there is some­thing to be gained or lost.

The opposite mode to co-operative negotiating is competitive negotiating. Negotiators see each other as opponents. Knowledge of the other party's needs is used to develop strategies to exploit weaknesses rather than to seek a solution satisfactory to both sides. This type of negotiating may be appropriate in the case of one-off contracts where the aim is to get the best result possible without considering future relationships or the risk of a breakdown
in negotiations. Needless to say, the language in this type of discussion may become hostile and threatening even if it remains formal.

In reality most negotiations are a complex combination of co-operative and competitive mode. Negotiating successfully implies dealing appropriately with the four main components of any negotiation: facts, people, competition, co-operation.

Skilled negotiators are sensitive to the linguistic signals, as well as the non-verbal ones of facial expressions, gesture and behaviour, which show the type of negotiating mode they are in.

Language reflects tactics and therefore a study of the language used in negotiating brings a greater awareness of the negotiating process.

v Task 3. Fill in each gap with one word: