■ Attacks, hard words, threats and (controlled) losses of
temper are treated by both sides as legitimate tactics and
should not be allowed to shake either party’s belief in the
other’s integrity, or their desire to settle without taking
drastic action.
■ Off-the-record discussions (beneficial as a means of probing
attitudes and intentions) should not be referred to specific-
ally in formal bargaining sessions, unless both sides agree in
advance.
■ Each side should be prepared to move from its original pos-
ition.
■ It is normal, although not inevitable, for the negotiation to
proceed by a series of offers and counter-offers which lead
steadily towards a settlement.
■ Concessions, once made, cannot be withdrawn.
■ Firm offers must not be withdrawn, although it is legitimate
to make and withdraw conditional offers.
■ A third party should not be brought in until both parties
are agreed that no further progress would be made without
one.
■ The final agreement should mean exactly what it says. There
should be no trickery and the terms agreed should be imple-
mented without amendment.
■ If possible, the final settlement should be framed so that both
sides can save face and credibility.
THE PROCESS OF NEGOTIATION
In both cases the process is much the same. Here each stage is
illustrated by a summary of what took place in an actual trade
union negotiation.
Stage 1: Preparation – Setting objectives (or drawing up specifica-
tions), assembling data, and deciding on negotiating strategy
The union’s aim was to achieve a settlement at, or above, the
current rate of inflation (8 per cent). Its strategy was to force
management on to the defensive by asking them to make an offer
without divulging what the union wanted. In addition, the union
asked for a reduction of one hour in the working week, an extra
three days’ holiday and a Christmas bonus of one week’s pay.
The management’s objective was to settle at no more than the
How to Negotiate 233