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According to the tenets of best-practice negotiation, managers focus on interests so as to craft agreements that meet mutual needs. What this limited conception of best practice ignores, however, are the relationship and power dynamics that affect whether and how ideas are heard, credited, and shaped into an agreement. Consider this scenario:An independent service provider is negotiating a contract renewal with a valued client. To his surprise, the client claims the rates are out of line with what the provider delivers and threatens to hire someone else.

In this case, one party is seeking to control a negotiation by challenging the other party’s claims to legitimacy and credibility. To advocate for your interests and concerns, you need a framework to help you understand what is happening.

One such framework is the shadow negotiation-the underlying relationship that develops and evolves whenever people bargain. Whether parties are discussing price or performance, they’re also negotiating their relationship. To focus on the shadow negotiation is to examine how parties manage impressions, claim and maintain legitimacy and credibility, assert power and influence, and shape perceptions.

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