Negotiations as a contract manager are about maintaining your employment relationships. Your goal at the negotiating table should be to reach an agreement that works for both parties and to keep your relationship with suppliers intact. This means that a collaborative approach is being adopted. How you and your client define a gain is very important. And if it`s wrong to try to impose a win-lose defeat on your client, it`s just as wrong for them to try to impose a win-lose deal on you. In negotiations, the parties are often deadlocked because they have different beliefs about the likelihood of future events. You might be convinced that your company will provide, for example, a project on a future and budgeted, but the client may consider your proposal to be unrealistic. In such situations, a conditional agreement – negotiated promises “if, then” to reduce the risk of future uncertainty offers the parties the opportunity to agree to contradict while they are still progressing, writes Lawrence Susskind, a professor at the Massachusetts Institute of Technology, in his book Good for You, Great for Me: Finding the Trading Zone and Win-Win-Win Negotiation (PublicAffairs , 2014). Possible obligations often lead to compliance or sanctions for non-compliance, Susskind says.
You can offer to pay certain penalties for late filming of your project, or agree to significantly reduce your rates if, for example, you exceed the budget. To add a conditional agreement to your contract, start with both parties to launch a tender for their own scenarios, as they expect in the future. Next, negotiate expectations and requirements that seem appropriate for each scenario. Finally, insert both the scenarios and the negotiated effects and rewards into your contract. A conditional agreement can greatly increase your chances of being satisfied with all corrective measures – and help generate a win-win agreement. If you work with someone you think has your best interests and who also works at the best possible mutual agreement, you can and should work with them under the “reciprocal” roof. If individuals fear that their self-esteem will be compromised or that others will think less about them after negotiations, they will probably persist and refuse to move away from their stated position, or be hostile and offended and leave the discussion.