A PRE-NEGOTIATION STRATEGY (Research report)

In order to facilitate the initiation of consensus-building processes, we are proposing a pre-negotiation strategy. The first step consists in minimizing the influence exerted by poor relations between the parties. The second step is to maximize the influence of expected benefits. The second stage consists in bridging the relationships and benefits.

Mitigating Poor Relations
Poor relations between the parties are often at the root of problematic consensus-building initiation. Consequently, the first proposed intervention focuses on the need to restore poor relations between affected parties. Poor relations are an important predisposing and hindering factor because strained relationships usually taint the entire initiation process by creating the impression that it will be impossible to work with the other party. In addition to decreasing the motivation to participate, this perceived competition can be a major roadblock, keeping parties from fully appreciating the appeal of collaboration. It is difficult to set strict standards for what is an appropriate positive relationship. However, as long as parties feel that they can work together, relationships can be viewed as acceptable. When parties’ relationships are strongly antagonistic, two tactics can be used to mitigate the impacts described above. These are: using conflict-analysis workshops to deescalate tension among parties, and gradually building a level of trust between the parties.

Highlighting the Incentives
The driving force behind the straightforward consensus-building initiation is the expectation of benefits from participation. Consequently, the second intervention proposed is to ensure that all parties are offered potential incentives for participating in the consensus-building effort. It makes intuitive sense that parties will accept an invitation to join a consensus-building effort only if they are aware of its potential benefits. Conversely, parties are likely to refuse to participate where they do not foresee positive outcomes. When incentives are insufficient, two tactics can be used to integrate more incentives for participating: providing an inventory of individual benefits from involvement, and assessing the cost of not getting involved.

Bridging relationships and benefits
The bridge that links poor relations and the benefits expected from participation is the appeal of collaboration. Consequently, the last intervention proposed for creating a successful initiation process is to work on the appeal of collaboration. When stakeholders realize that the concrete gain, or cost avoided, through cooperation is potentially greater than what can be achieved without collaboration, consensus building seems like a desirable course of action. It is difficult to set firm criteria, but every party should eventually view collaboration as potentially fruitful, despite poor relations with other parties. Two strategies that can be useful are: assessing the need to collaborate, and explaining the motivation for collaboration.

In summary, the overall principle of the proposed pre-negotiation strategy is rather straightforward: parties must feel that, despite mistrust, collaborating with the other is likely to bring benefits.

Reference: Jean Poitras, Robert E. Bowen, Sean Byrne (2003) Bringing Horses to Water? Overcoming Bad Relationships in the Pre-Negotiating Stage of Consensus Building. Negotiation Journal 19 (3) , 251–263.