take notes and feed the negotiator with any supporting
information needed, and the others to observe their
opposite numbers and play a specific part in negotiations
in accordance with their brief.
■ Brief the members of the negotiating team on their roles
and the negotiating strategy and tactics that are to be
adopted. If appropriate, prepared statements or argu-
ments should be issued at this stage to be used as
required by the strategic plan.
■ Rehearse the members of the team in their roles. They
can be asked to repeat their points to other members and
deal with responses from them; or someone can act as
devil’s advocate and force the leader or other members
of the team to handle awkward points or negotiating
ploys.At this stage it may be possible to meet your opponents infor-
mally to sound out their position, while they sound out yours.
You can use such a session as an ‘early warning’ system to get
your opponents to modify their initial demands by convincing
them of the strength of your own position or your determination
to resist.
In a recent trade union negotiation these ‘corridor tactics’ met
with success. The union concerned had asked management to
introduce a new technology agreement with the usual clauses
about consultation, job protection and health precautions.
During the first two meetings management stuck firmly to its
view that all these requirements were catered for by existing
agreements and published policies. But the union insisted that
this was not so. The negotiation seemed to have reached an
impasse. Whatever the union leader felt, he could not weaken
too obviously during the actual meetings. Neither could the
general manager who was heading the management team.
To break the impasse the general manager asked his industrial
relations manager to hold an off-the-record meeting with the
trade union leader. At this meeting it was made clear that the
company would not agree to a separate new technology agree-
ment in any circumstances. But the industrial relations manager
suggested that the company would be prepared to add a
stronger prior consultation clause to the existing agreement.
From previous experience, the union leader knew this man
meant what he said. He saw no point in having a major
238 How to be an Even Better Manager