This meeting discussed negotiation strategies, focusing on the underlying structure rather than scripts or recipes.
Key topics included the importance of assessing alternatives, reservation prices, and aspirations before negotiating, as well as specific challenges women face in negotiations.
Several real-life examples and research findings were shared, and a four-step process for approaching negotiations was introduced.
The session emphasized collaborative, problem-solving approaches, practical research, preparation, and the need for practice to excel in negotiation.
Action Items
(no explicit dated action items or owners were mentioned in the transcript)
Negotiation Fundamentals
Negotiation should be approached as collaborative problem solving, not as an adversarial contest.
The true goal in negotiation is to secure a good deal, not merely any agreement.
Essential information to prepare includes:
Your best alternative if the negotiation fails.
Your reservation price (the lowest acceptable outcome).
Your aspiration (the optimistic but realistic target outcome).
The person with the better alternative generally achieves a better result.
Four Steps to a Successful Negotiation
Assess whether negotiation is likely to improve your situation, weighing potential benefits and costs.
Prepare by clarifying both your own interests and those of your counterpart.
Engage in the "ask" by framing disputed situations as opportunities to problem solve and share unique perspectives.
Package issues together rather than negotiating each issue separately; "if-then" language can help facilitate mutually beneficial trades.
Addressing Gender Dynamics in Negotiation
Women, on average, negotiate less frequently and less assertively, often due to social expectations.
Women are more effective when pairing competence with a communal orientation—negotiating for others or for mutual benefit.
Research shows women outperform men when negotiating on behalf of others (representational negotiations).
Social penalties are more likely for women who negotiate assertively for themselves, especially on single-issue (e.g., salary-only) negotiations.
Practical Examples and Advice
Real-life stories include negotiating for raises based on market value and expectations, packaging solutions to align with both parties’ interests, and practical approaches from both employer and candidate perspectives.
Researching true market value, including surveys and networking, is more effective than relying solely on salary websites.
Prepare to frame your negotiation requests in terms of their value to the organization, not just personal benefit.
Practice negotiation in low-risk environments to build skill and confidence.
Decisions
Adopt the four-step structure for negotiation preparation and execution — Rationale: Promotes better outcomes and transforms negotiation into collaborative problem solving.
Recognize and address unique challenges and opportunities for women in negotiations — Rationale: Research indicates different social dynamics and improved outcomes using communal framing.
Open Questions / Follow-Ups
No explicit open questions or follow-ups were recorded, but ongoing practice and reflection on negotiation experiences are recommended.