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The time to develop a trust relationship is before the negotiation process
begins. Once a relationship of trust has been established, it promotes
recognition of mutual vulnerability, it prevents disruptive conflict from
developing, and it encourages the sharing of information. 186 If you are

clear about how the other person is likely to react, you can feel more certain
the impact your own strategy or request is likely to have. Unpredictability,
whether between individuals or between organizations, is what fosters
instability and competitiveness.
187

The key to successful negotiation also lies in the ability of the involved
parties to communicate. Without communication there is no negotiation.
Negotiation is a process of communicating back and forth for the purpose of
reaching a joint decision. 188 Therefore, part of the preparation for a formal
negotiation should be a readiness to communicate effectively.

Negotiation and communication are founded on the same basic principles.
People communicate because they wish to achieve some goal, satisfy some
personal need, or improve their immediate situation. Conflict arises as
individuals pursue their own goals, needs, and desires. These individual
pursuits all too easily lead to a breakdown in communication. It is often
assumed that communication simply means telling something to

somebody else. For communication to be effective, it must be a two-way
process that involves effective listening as well as clear articulation of
thoughts and expectations.

It is often easier to meet needs and interests in a negotiation when they are
communicated. The other side may not know what your interests are, and

you may not know theirs. One or both of you may be focusing on past
grievances instead of future concerns. Or you may not even be listening to
each other. Each communication helps establish a pattern of interaction
that plays a crucial role in the ability to deal with future problems.

186 Herb Cohen. You Can Negotiate Anything. New York: Bantam Books, 1980, p. 167.
187 James Kouzes and Barry Posner. The Leadership Challenge: How to Get ExtraordinaryThings in
Organizations. San Francisco: Jossey-Bass Publishers, 1987, p. 141.
188 Roger Fisher and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. New York:
Houghton Mifflin, 1981, p. 33.

David Kolzow 173