Dealing with a disruptive stakeholder during negotiations. How can you effectively navigate personal agendas?

Acknowledge their concerns to show respect and understanding, then steer the conversation back to common goals. Use active listening and ask open-ended questions to address underlying issues. Maintain a calm and composed demeanor to de-escalate tensions. If necessary, involve a neutral mediator to facilitate productive dialogue.

Even if it is difficult sometimes, stay curious and find out more about what’s important to the other stakeholders. Try to observe and absorb, without judgement. With good knowledge of the interests and motivations at play, it will be easier to create value for all parties – and who would be opposed to that!

Dealing with a disruptive stakeholder during negotiations can be challenging, especially when personal agendas are at play. Here’s how you can effectively navigate these situations by building rapport: - Find Common Ground: Identify shared interests or goals that can help align both parties' objectives. - Show Empathy: Understand and acknowledge their concerns and motivations, even if you don’t agree with them. - Active Listening: Give them your full attention, showing that you value their input and perspective. Stay Calm and Respectful: Maintain a calm demeanor and show respect, even when faced with disruptive behavior. - Transparent Communication: Be open and honest in your communication, reducing misunderstandings and building trust.

Uma negocia??o eficiente NUNCA deve ser entre apenas duas pessoas. No mínimo, temos 3 partes envolvidas, e podemos chegar a 6 ou até 11. Muitas vezes, n?o conhecemos todas essas partes, o que pode nos deixar em desvantagem. Qual é a minha sugest?o nesse caso? Vamos as dicas: 1 - Observe atentamente as partes interessadas que compartilham seus objetivos de um resultado construtivo. 2 - Trabalhe com seus aliados para desenvolver uma estratégia conjunta. 3 - Lembre a todos do objetivo comum de progresso e resolu??o.

Maintenance of composure is critical to help in de-escalating a situation as well as ensuring that you keep the focus on the solution. However this does not mean that you have to be emotionless. I have always said it is fine to show anger / annoyance (or other) in a negotiation - BUT ONLY if you want to. Showing anger because the other party has prompted the response shows that they are controlling the engagement. If you choose to show anger because YOU think that it will help your end goal then do so. I have been involved in negotiations with an "angry / loud" person before. I chose to reflect this same behaviour and then explained why I did it. The other party "backed down" and the teams were able to complete the negotiation.