Mapping the Game: Situational Versus Structured Negotiations

Abstract

Business negotiators ask themselves frequently what could be done to better a poor, frustrating deal. This article addressed the question by analyzing N=535 business negotiations outcomes, from which n 1 = 265 were held without any preparation (situational negotiations), and n 2 = 270 negotiations were mapped and structured before the negotiation starts. Key findings pointed 94 percent agreements on both groups. However, the n 2 group performed 12.42 percent better and created approximately 25 percent more options for mutual agreements than n 1 . Evidence also suggests some negotiators failed in recognizing the underlying interests on the other side of the table, despite defending empathy as one of the crucial qualities to a successful business negotiator. This paper provides scholars with a new perspective and taxonomy on the business negotiations preparation. Implications for managerial practice are discussed, and future research directions are suggested.

The Effects of Structured Planning on Business Virtual Negotiations after the Pandemic

“…Therefore, this article addressed the theme of negotiations in the era of Innovation, because of the gravity of the situation faced by the population of the planet due to the pandemic and the change in work, leisure, and consumption habits, in addition to the need for solutions that minimize the impact on Brazilian business activity, through effective negotiations, whether virtual or in-person. In this unprecedented study, N=733 Brazilian business negotiations were statistically analyzed in a situational and structured way (Dias, Lopes & Duzert, 2020), with a confidence interval of 99 percent, in order to answer the following research question: (i) is there relevance and statistical significance in the structured planning of a negotiation? Given the paradigm shifts mentioned in the previous paragraphs, the question is justified by the need to improve diplomatic negotiating skills.…”