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Many view negotiation as a display of power, asserting control to secure what we desire. However, true success in negotiation often lies in mutual understanding, not in dominance; it’s about reaching common ground.
Scott Wiltermuth, a researcher, sheds light on this idea in the Harvard Business Review. He emphasizes that successful negotiation is more about cultivating a complementary relationship than pushing for dominance, and at times, this may even require taking a more passive role.
He elaborates further based on a study he conducted at the University of Southern California:
This is most effectively achieved when two parties experience what we term as 'dominance complementarity,' where one person adopts a more deferential stance and the other asserts dominance...the study revealed that pairs with one dominant negotiator and one deferential negotiator consistently secured better deals than pairs of two dominant negotiators, two deferential negotiators, or those with no specific behavioral guidance.
Wiltermuth suggests that what matters more than dominance is achieving 'dominance complementarity.' Essentially, this means recognizing when it’s beneficial to take a less dominant approach in negotiations. You can read more of his insights on this topic by following the link below.
Photo by DasWortgewand.
