There comes a moment in most negotiations when we consider making a concession. Whether it’s reducing the amount of the requested discount on our cable bill, succumbing to a coworker who keeps asking us to do something, or accepting an organizational decision that we know to be flawed—opportunities to concede abound. And in many such situations, conceding is just what we should do.
Right before we do, however, let me suggest we all follow a simple heuristic: Ask a question before you make a concession! By at least trying to ask a question before you concede, I think you’ll find life growing successively more negotiable.
Consider the following questions, all of which can help to avert a looming concession:
- “What if we…?” This question often surfaces new ideas that avoid the need for a concession. As in, what if we agreed to a multi-year contract in exchange for the requested discount on my cable bill? New possibilities often afford detours around costly concessions.
- “Why?” This question often surfaces underlying interests unbeknownst to the person preparing to concede. As in, “Why are you, my coworker, asking me to do that task?” Perhaps it’s sheer laziness, but perhaps it’s something more nuanced—a desire to solicit your ideas or put your name on the document, for example, both of which might pave the way for alternate solutions.
- “Why not?” This question often surfaces concerns unbeknownst to the person preparing to concede. As in, “Why does organizational policy not permit me to do X? Again, perhaps it’s pure bureaucracy, but perhaps it’s something more nuanced—a concern about setting precedents or creating perceived inequity, for example, which might highlight ways to assuage the concern and avoid the concession at the same time.
- “How can we make this work?” This question actually enrolls the respondent in the process of finding a way to avoid your concession. As in, “I want to go with your cable company, but I can’t afford it. How can we make this work?” No guarantees, but people generally like being asked to contribute their expertise, as well as solutions of their own making.
- “Can I think about it?” This question buys you the necessary time to identify an alternative to conceding, which is particularly useful if you’re a slow-plodding analytical thinker like myself. As in, “Can I think about your request to do that task, dear coworker?” With the benefit of some time, you can often take a guess at the interests underlying the request, as well as some alternative ways of fulfilling them. At worst, the time should buy you some courage.
In sum, concessions are good and necessary parts of any reasonable negotiation. By the same token, most of us concede far too often—and often when we don’t need to. Accordingly, the next time you consider a concession, I’d encourage you to consider a question first.
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