(Part 13) Negotiating Without Words: The Negotiating Skills of the Former President of Ecuador and the Harvard Team1
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Takashi Uchida
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November 21, 2008 14:00
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Are you confident in your communication skills?
Howard Gardner, the classic leadership guru, also said that communication skills are one of the most important leadership skills. When John Reed, an MIT graduate who was nominated as CEO of Citibank because of his strength in systems and who has been the driving force behind Citibank's rapid growth since the 1980s (incidentally, he was headhunted by Masamoto Yashiro, former head of Citibank Japan), came to MIT Sloan, he spoke about the importance of "the ability to interact" as the most important skill. He said that "the power of dialogue" is the most important thing.
Communication skills are one of the skills that everyone wants to develop, even if they are not at the top of an organization. But what are communication skills? How can we strengthen it? Not many people can answer in a few words.
In general, the following three methods are often heard as ways to improve communication skills.
1. Role modeling by observing the speaking styles of excellent senior salespeople or by repeatedly practicing how to speak at seminars.
2. Logical thinking, which makes it easier to be understood by speaking logically and reduces the number of objections from others.
3. NLP (Neuro-Linguistic Programming), a method of communicating by explaining things in a way that matches the other person's central system, since the human brain is a system centered on either "sight," "hearing," or "body sensation.
All of them are effective, but each has its drawbacks.
1. role models must create their own system of observation and absorption. Also, it is not always clear whether a good senior colleague or an example from a textbook is the right fit for you.
2. Logical thinking tends to be so preoccupied with logically persuading that it tends to neglect capturing the emotions of others.
3. that NLP is not always right to act according to programmed patterns. For example, suppose a child does something and you get angry. The child will be programmed with a pattern that says, "If I do ________, I will get angry," and will not do ________. However, if you happen to be in a bad mood or get angry for a different reason, and the child behaves in a way that would normally make you happy, the child has already been programmed to be angry, so a mistake in communication occurs. In other words, depending on the interest that is occupying your mind at the time, the resulting behavior may be different even if the same thing is said.
From the above, it is necessary to learn the fourth method as well. According to a paper recently contributed to MIT, you are four times more likely to learn a fourth method if you try four or more at the same time.
In this article and the next one, I would like to introduce the fourth communication skill, non-verbal communication based on interest in Harvard-style negotiation. (For more information on interest, please refer to Part 12 of this series.)
Studies have shown that 35% of communication is verbal and 65% is non-verbal. Therefore, non-verbal communication is important, but not many people have studied how to read emotions and interests from gestures, standing postures, and other casual movements of the other party and apply them to business.
As an example, let me introduce the first meeting between President Fujimori of Peru and President Mauá of Ecuador. At the time, Peru and Ecuador were engaged in what was said to be the oldest border dispute in the Western Hemisphere.
When I met with President Mauá, he told me this
President Mauá: "When I met President Fujimori, I had only been in office for four days. President Fujimori had been in office for eight years and was the most prestigious president in South America. Moreover, Ecuador's economy was in dire straits at the time, and an armed conflict with Peru, a major power, was something the president wanted to avoid at all costs.
So I called Professor Roger Fisher (founder of the Harvard School of Negotiation) and asked him to come to Ecuador and give me some sound advice. At that time, Dan Shapiro (Deputy Director of the Harvard Negotiation Program and an acquaintance of the author) also came."
Question for our readers.
(Question) Guess the emotions and interests of the two presidents when they first met.
(Vol. 14) Negotiating Without Words--Negotiation Skills of the Former President of Ecuador and the Harvard Team 2
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Takashi Uchida
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2008/12/05 10:13
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I would like to consider the feelings and interests of the two men when they met for the first time to negotiate the oldest border dispute in the Western Hemisphere: Ecuador's then-President Mauá, who had been in office for only four days, and Peru's Fujimori, who had won the most prestige in South America in his eight years in office. I would like to discuss the feelings and interests of these two men when they first met to negotiate the oldest border dispute in the Western Hemisphere.
Professor Roger Fisher and the Harvard negotiating team visited President Maua and gave him advice.
The leadership qualities that the authors analyzed when they spoke with President Maua were "openness," "honesty," and "trust," the type of leader who seeks to build relationships based on trust.
The following is a summary of Professor Fischer's advice.
1. build emotional trust with President Fujimori as a person.
2. Communicate your respect for him as an elder, experienced, and great leader, but maintain your dignity as president because you also have a public and public opinion to respond to as president.
3. to gain a common understanding that Peru and Ecuador are not in different positions, but have the same interest in solving the territorial problem, and that they want to stand on the same side to solve the problem.
Roger Fischer then requested that President Maurer take a picture of the two sitting side by side on a sofa and report it in the press.
The following are some of the emotional and interest points that can be seen in the two sitting side by side. (Note: Underlines are nonverbal signs, and boldface type indicates the interest or psychology they represent.)
■Common Emotions and Interests
1. symmetrical pose (mirroring) indicates that two people are in a close relationship, and the fact that both people turn their bodies to the other's side and look straight at the other indicates mutual respect.
2. The two men are engaged in a serious discussion. Professor Fischer asked that instead of standing and shaking hands (the handshake scene often seen on the news when two heads of state meet), they should be sitting next to each other on a sofa, holding pens and looking at a map or notebook together, as if they were drafting an agenda or some kind of memo or something. This was intended to give the impression that the two men were not at odds with each other, but rather were comrades facing the same interest in resolving the conflict.
President Maua's Emotions and Interests
1. I was careful not to make President Fujimori feel intimidated or as if I was giving him orders by positioning my eyes somewhat lower than his own (this was also advised by the Harvard negotiation team).
2. Bend forward and use hand gestures to earnestly convey your thoughts or the content of the issue to President Fujimori.
3. He crosses his legs to the side of the other party (President Fujimori), which indicates that he is interested in the other party, or at least trying to be interested in the other party.
President Fujimori's emotions and interest
1. President Fujimori is leaning deeply against the back of the sofa and using an armchair to make the space appear larger, indicating that he considers himself to be in a higher position as a senior head of state and in terms of age, and that he is showing a sense of nostalgia and reserve.
2. the fact that the two men are sitting next to each other and seriously discussing the issue shows that they were able to convey to the people of both countries who saw this photo that they are serious about resolving the conflict, and the fact that they are crossing their legs to keep them away from President Maua shows that they went into this meeting with a psychological barrier, which means that the upcoming young, new president is a little bit critical of what they will say to each other. This suggests that they are a little apprehensive about what the new young U.S. president might say. 3.
3. However, as he listened to the conversation, his right palm began to open, indicating that he was beginning to relax, and in other words, he was beginning to develop an emotional connection with President Maua.
Summary of Results
The following three points can be made.
1. emotional trust is building.
2. President Maua is conveying his dignity to his senior, President Fujimori, through his attitude (and of course, through his words).
3. The fact that the two men are sitting next to each other and seriously discussing the issue conveys to the people of the two countries who saw the photo that they are earnestly trying to resolve the conflict.
Furthermore, regarding the third point, upon returning to Japan, President Fujimori, sensing the atmosphere among his own people, told President Maua that "the people expect us to solve their problems. At this point, President Mauá said that he realized that the intentions of Professor Fischer's team had been completely successful.
As a side note, if you can get the other side to say the word "we," you have almost won. You have made them subconsciously say that they are no longer enemies but on the same side.
So, for example, if you have a meeting with another division or company and they say "we," you can consider that a very good signal for future agreements. On the other hand, if you have a president who, for example, is forever saying "our company's idea" when discussing a merger or co-founding, I recommend that you do not work with him. He will always speak and act only from the perspective of a former board member of his own company, which will only drag you down.
By controlling your own attitude and carefully observing the attitude of the other party, you will be able to reach a better negotiation agreement with the other party.
Summary: Emotions and Interests that can be read from nonverbal communication
Symmetrical posture = trust, intimacy and emotional connection
Enthusiasm: Bending forward, leaning toward the other person, hand gestures
3. eye level: high (President Fujimori, superior) > low (President Maua)
Gaze: Looking straight ahead = interest in and respect for the other party
Front of chest: Wide chest = confidence
6. posture: leaning back, armchair, open palm = relaxation, composure
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Takashi Uchida
Takashi Uchida holds a Master of Business Administration from the Sloan School of Management at the Massachusetts Institute of Technology, where he specialized in leadership, negotiation, strategy, and entrepreneurship. He also studied leadership and organizational management at Harvard Business School and the Kennedy School of Government.
During his studies, he met with more than 300 business leaders and heads of state from around the world and independently studied their leadership styles. In particular, he developed his own "Leadership Model for Life," which applies business leadership and win-win negotiation to family and hobbies, and has gained a solid reputation.
In 2007, he founded FollowDream Inc. and became Chairman and CEO. He is active in a wide range of fields, including management strategy and leadership consulting, lectures, training, and writing, where he transforms employee power into management competitiveness through "self-leadership power," where he leads by example rather than by arbitrarily moving others.
For more detailed profile, please contact
HP: http://www.followdream.jp Email: info@followdream.jp
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