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In summary, the emphasis in negotiation should not be on slick maneuvers
that finesse or manipulate the other side. Instead, the emphasis should be
on the development of genuine relationships based upon trust, where both

sides win. The importance of this is summarized in the following quote by
John Kotter: Good working relationships based on some combination of respect,
admiration, perceived need, obligation, and friendship are a critical source of power
in helping to get things done. Without these relationships, even the best possible
idea could be rejected or resisted in an environment where diversity breeds
suspicion and interdependence precludes giving orders to most of the relevant
players. Furthermore, since these relationships serve as important information
channels, without them one may never be able to establish the information one
needs to operate effectively.
195

Furthermore, Kouzes and Posner believe that in an employee-manager
relationship: The more frequently people felt that their managers fostered
collaboration and strengthened others, the higher their assessments of their
managers' upward influence, credibility, and work-group esprit de corps and the
higher their own levels of job satisfaction and commitment. . . . Teamwork is
essential for a productive organization. Collaboration is needed to develop the

commitment and skills of employees, solve problems, and respond to environmental
pressures. Fostering collaboration is not just a nice idea. It is the key that leaders
use to unlock the energies and talents available in their organizations. 196

Using Compromise Constructively

Compromise is but the sacrifice of one right or good in the hope of retaining
another, too often ending in the loss of both. Tryon Edwards.

Compromise is not synonymous with collaboration. Compromise results
in an agreement in which each side gives up something it really wanted. It
is an outcome where no one fully meets his or her needs. When two or
more groups are at a stalemate, and both recognize that they have

195 John Kotter. Power and Influence: Beyond Formal Authority. New York: Free Press, 1985, p. 40.
196 James Kouzes and Barry Posner. The Leadership Challenge: How to Get ExtraordinaryThings in
Organizations. San Francisco: Jossey-Bass Publishers, 1987, p. 134 &135.

David Kolzow 183