Competitive versus Problem-solving Strategies

Identify current economic and other benefits your firm seeks from the deal. Prepare to defend your firm's position.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Define the long-term strategic interests of your firm. Prepare to overcome cross-cultural barriers to defining mutual interests.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Look for weaknesses in your opponent’s position. Learn about your opponent, but reveal as little as possible.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Give and demand to receive objective information that clarifies each party’s interests. Accept cultural differences in speed of response and type of information needed. Make firm but reasonable first offer.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Provide as little information as possible to your opponent. Make your position explicit. Make a hard offer that is more favorable to your side than you realistically expect to achieve.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Sign when the interests of your firm are met. Adapt to cultural differences in contracts when necessary.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Begin with high initial demands. Make concessions slowly and grudgingly.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Search for mutually acceptable criteria for reaching accord. Accept cultural differences in starting position and in how and when concessions are made.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Sign only if you win and then ensure that you sign an iron-clad contract.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree

Use dirty tricks and pressure tactics when appropriate to win.

• Strongly agree

• Agree

• Not sure

• Disagree

• Strongly disagree