Are you a negotiator (and don't know it?)

Why would a doctorate in STEM be bothered with becoming a negotiator?

Even though we do not realise it, we unconsciously negotiate daily and in different settings and contexts. Do we dread negotiations when they are formalised so we know we bear the responsibility and its consequences? Most often, negotiations aim to make deals, solve problems, and create and maintain relationships. Or is managing conflicts the discouraging part of the negotiations? Especially when most doctorates in STEM enjoy the independence, the research environment offers or has offered them at some point.

How can we persuade one of our solutions as more valuable than their offer?

Preparation is important. We need to frame our plan: from what we offer and propose, to the process we will follow and break down our approach, look into the process decisions: the people involved and their unique backgrounds and outlook. Doctorates in STEM have the skill set to support negotiations: design methodology and experiments, plan, model the definition of a problem, tests potential resolutions and implements a solution, collaborate and facilitate communication, organise and remain flexible, find resources and analyse information, work under pressure, debate collegially and the list can go on. Again, taking these skills to a different context is a reminder that negotiations need practice, serving a context and the role one plays in team negotiations.?

As a doctorate in STEM, either working for research in the academia or industry or changing career direction, one might need to collaborate with a business/ organisation, an industry or other research groups, or they may need to approach external groups necessary for a project or a business.

The final trap

As a specialist in a research field, one acts and decides based on reason and truth. But when negotiating, the aim is interest for that negotiation. So, in the internal fight of being right rather than getting what is significant (the interest), the researcher should remind themselves that they negotiate for significance, not logic. And the means to get there is effective communication: accommodating, unguarded and adaptable.

The opinions expressed in the article are my own and not linked or communicated to the interests of any specific stakeholder or sector.

I help doctorates and prospective doctorates in STEM to create portfolio-based actions and deliverables and showcase them during or after their doctorate to move towards their future career (academia, business, start-up).