When two parties negotiate a written agreement, one partner usually does the drafting. We'll let Donald be the drafter, and we'll call the Other partner Olivia. Here are some deceptive techniques available to drafters. See "Extrasensory Deception: I," Point Lookout for October 22, 2008, for other deceptive negotiation tactics.
- The nonredraft redraft
- Donald agrees to drop language cited by Olivia, but in redrafting, he inserts new language that has the same effect, albeit somewhat more artful. He then presents it as a serious attempt to address Olivia's concerns, and he might even say, "Shall we move on to the next section?"
- Donald's behavior is a deception, intended to suggest that Olivia's concerns were addressed, when they were not. The more clever operators might even materially weaken Olivia's position.
- The bonus
- Donald agrees to add language Olivia requested, but he also inserts conditions that weren't requested, and which erode the effect of the requested language.
- This deception is related to the Nonredraft Redraft, but it applies to the requested addition of new language, rather than to the revision of existing language. It can be more subtle because the bonus changes might have been inserted elsewhere.
- Unexpected revisions
- When Donald returns with the redraft, he's made the changes that were discussed, but he's also made some unrelated changes that weren't discussed. During the walkthrough, he omits any mention of the unexpected revisions, or mentions them only in passing. He pressures Olivia so as to limit the time she has to contemplate their impact.
- Unless Donald is a master of pressure, this tactic can be risky for him. If Olivia discovers what he has done, she'll probably cease trusting him, and that might lead her to review the entire document. To limit this risk, Donald might try the next tactic, Late Delivery.
- Late delivery
- When Donald sends Olivia the latest draft about 40 nanoseconds — or even an hour — before their next meeting, he might be trying to deprive her of any real opportunity to review it.When one negotiation partner
discovers a deception by
the other, Trust is threatened - A reasonable response to Late Delivery is "We have to reschedule." Olivia can say, "I just received it, and I need to review it," but that does open her to Donald's feigning offense or using some other pressure tactic. Sometimes it's more fun just to say, "I have to water my begonias."
Perhaps the most powerfully deceptive tactic for drafters is Seizing the Drafting Role. If negotiations begin with Olivia sending Donald a draft agreement, he can respond by returning the agreement without citing any objections, but re-written to his own satisfaction. He has thus seized the drafting role without Olivia's consent, and without explaining what he has done to the agreement. Olivia can point this out, but he surely already knows. Since this tactic is a strong indication that the negotiation will be difficult, Olivia might consider her time better spent watering her begonias. First issue in this series Top Next Issue
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Related articles
More articles on Ethics at Work:
- Your Wisdom Box
- When we make a difficult decision, we sometimes know we've made the wrong choice, even before the consequences
become obvious. At other times, we can be absolutely certain that we've done right, even in the face
of inadequate information. When we have these feelings, we're in touch with our inner wisdom. It's a
powerful resource.
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Email Ethics
- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new
technology arrives, explicitly extending the ethical code seems necessary — no matter how civil
the society. And so it is with email.
- Availability and Self-Assessments
- In many organizations, employees develop self-assessments as a part of the performance review process.
Because of a little-known effect related to the Availability Heuristic, these self-assessments can be
biased against the employee.
- On Standing Aside
- Occasionally we're asked to participate in deliberations about issues relating to our work responsibilities.
Usually we respond in good faith. And sometimes we — or those around us — can't be certain
that we're responding in good faith. In those situations, we must stand aside.
See also Ethics at Work and Ethics at Work for more related articles.
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- And on January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group