Category Archives: Negotiation

How do YOU create a happy workplace?

We’ve all been in jobs where the atmosphere is, shall we say, less than harmonious. People grumbling, gossip flying, unmotivated individuals and conflict galore. Nobody wants to spend eight hours of their day in a place like that.

While it’s not so straightforward to create and maintain a happy working environment but there are certain things that can be done to help cultivate one. The result is a more productive workplace with motivated personnel and a happy workforce.

There are so many factors at play so here are just five things that can help. We encourage you to let us know what works for you in the comments section below.

1. Be Positive

Show that you are positive, approachable and willing and able to lend a hand if asked. Even things like smiling and pleasantries convey a positive demeanour and people will remember you for a simple, ‘hi, how are you?’ Also, be respectful; do not engage in tittle-tattle or gossip, and ask questions before making assumptions – particularly when talking about other people.

2. Be Sociable

Ask you’re colleagues how their weekend was, chat about whatever sporting event took place the previous night. Does your company have a football team? Join it! 

Be the one to buy someone a birthday cake or get the morning coffee and don’t be afraid to suggest a quick drink after work. Getting to know the people behind the job titles you see day in and day out can really stand you in good stead should problems arise.

3. Personal Space

Don’t invade personal space whether you are talking to someone at their desk or sitting next to them spilling paperwork everywhere. If you share a desk or workspace, come to a mutual agreement as to where the boundaries are and stick to it. This shows a mutual respect and means if there is a pre-arranged agreement both parties know where they stand.

4. Be Honest

Be ethical and do the right thing. Don’t promise things unless you know you will be able to deliver them. Whether that is a reward for a completed task or saying you will have something delivered by a certain time.  If you say yes just to appease somebody then this will only lead to trouble further down the line so be honest about what you can and cannot do and don’t feel pressured into taking on too much responsibility. 

5. Don’t Assign Blame

Or at least, don’t vocalise this even if you do think someone else is at fault. This normally leads to snippy remarks, arguments and a general unproductive and unpleasant atmosphere. If you are the one to appear only too happy to listen to the other person’s point of view and willing to show empathy then the person with whom you have a problem will likely be much more receptive to negotiation. 


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How to negotiate a ‘win-win’ situation in the workplace

Negotiations have a huge role to play in the workplace and you can potentially end up with one of several outcomes, ranging from win-win to lose-lose.

Why should win-win be my preferred goal?

While conflict is invariably present in negotiations, these days there’s a much greater emphasis on seeking to achieve a win-win outcome wherever possible. In other words, whatever the issue over which you are negotiating, you should look to achieve a mutually beneficial or acceptable outcome.

The Harvard Project on Negotiation is based upon a win-win approach which adopts ‘principled negotiation’ or ‘mutual gains bargaining’. Here, negotiation is seen as essentially a problem-solving process. This is the approach that we are advocating here.

From win-win to lose-lose

You should always aim for a skilful win-win outcome wherever possible. We cannot stress this point too often.

Win-win is the most desirable outcome of, and approach to, negotiations. In his book The Seven Habits of Highly Effective People Stephen Covey identifies win-win as one of six paradigms of human interaction. These paradigms, which are inherent in games theory, are:

  1. Win-win (interdependence) 
  2. Win-win or no deal
  3. Win (independence)
  4. Win-lose
  5. Lose-win (dependence)
  6. Lose-lose

The following table explains each of these paradigms in more detail as they relate to negotiation.

Six paradigms of human interaction

Features and consequences

1. Win-win (interdependence) A win-win paradigm is beneficial to all parties, based upon a shared belief that there’s a better way of doing things and a shared desire to find it. This winning outcome is a result of the mutual competent use of negotiation skills and a predisposition to behave interdependently. This is interdependence at its best and it’s a view that’s based upon three key assumptions:

  • Success depends upon cooperation with other people
  • There are sufficient gains and resources for everyone to share
  • Cooperation is more likely than confrontation to achieve a successful outcome.
2. Win-win or no deal A win-win or no deal paradigm is evident in attempted negotiations where none of the parties can find a mutually beneficial solution, so they agree to disagree amicably. This often happens at the early stages of negotiating a business relationship.
3. Win (independence) A win paradigm is a context in which one party wins without regard to the cost to, or the feelings of, other parties. It’s still very common in the business world, and the likely consequences are similar to those of a win-lose paradigm or outcome (see no 4).
This is independence in its most obvious form. The danger here is that the other – ‘defeated’ – party will seek revenge at a later stage.
4. Win-lose A win-lose paradigm is evident when one party uses its power, resources or authority in an attempt to win at the expense of the other parties. The party that’s operating within this paradigm is often described as ‘playing hardball’.
This approach is clearly not compatible with mutuality or interdependence and is likely to preclude any further negotiations between the parties concerned. However, the reactions of the losing party may not be as extreme as in a win outcome.
5. Lose-win (dependence) A lose-win paradigm is characterised by appeasement, placation, abandonment or submission. It’s the opposite pole of win-lose, and it’s not uncommon for managers (and others) to operate within these two extreme paradigms at different times. Lose-win is dependence at its most obvious.
6. Lose-lose A lose-lose paradigm may be created if the parties involved are each playing a win-lose game. The outcome is the result of incompetent negotiation and a common attitude of dependence.

Why ‘win-win’ is not a soft option

Trust, self-interest and negotiating expertise constitute the glue that holds negotiations together. Once these bonds are loosened, it is difficult to get round the table again.

Post courtesy of People Alchemy

Catalyst run ILM accredited leadership and management courses which teach you to effectively resolve conflict resulting in a happier, more productive workplace. For more information and to see the courses we offer, visit our website:


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