que si se quedaba y mantenía la calma. El CEO hizo caso del consejo, y él y su personal pudieron llegar a un acuerdo satisfactorio a larga distancia. En resumen, cuando deba decidir sobre dónde y cómo negociar, tome en cuenta qué formato será el más cómodo para usted y también las señales que va a enviar siguiendo esa opción. 3. La colaboración supera la competición Ya lo ha escuchado con anterioridad y lo seguirá escuchando: los negociadores llegan a mejores acuerdos cuando colaboran con la otra parte para crear valor que cuando compiten estrictamente para reclamar ese valor. Al principio, los negociadores ven de una manera simplista el llegar a un acuerdo, asumiendo que cualquier cosa que obtenga la otra parte tiene que hacerlo a sus expensas. En este punto de su carrera como negociador, probablemente usted se sienta cómodo trabajando con contrapartes para identificar recursos y compromisos que beneficiarán a ambos. Como consecuencia de toda esa buena voluntad y cooperación, sin embargo, usted puede sentirse menos cómodo reclamando todo lo que pueda del pastel. De hecho, incluso puede llegar a la conclusión de que la negociación de mutuas ventajas requiere que usted sacrifique cierto valor como parte de una relación de trabajo estrecha. 44 TACA.Com Abril.13 2. Long-distance negotiations are inferior Because verbal and nonverbal cues are missing from email messages, and nonverbal cues from telephone calls, negotiation experts generally suggest that it’s better to meet in person than to negotiate long distance. Some research has found, for example, that impasse is more likely when people negotiate at a distance than when they negotiate in person. Certainly face-to-face negotiation has numerous advantages, and it’s wise to meet at least once in person before negotiating at a distance. Yet some professionals, particularly less experienced, junior-level negotiators, have told us that they prefer to negotiate over the telephone or via email, and for valid reasons. When negotiating by telephone, you can concentrate on taking notes without having to worry about maintaining eye contact, smiling when appropriate and other nonverbal social niceties. Similarly, when you exchange offers via email, you don’t have to react immediately to the proposals the other side puts forth, but instead can take time to analyze them before indicating whether you are leaning toward or away from them. There can also be a strategic rationale for negotiating long distance. A few years ago, for example, a large public company was trying to settle litigation brought by the U.S. Department of Justice. The CEO’s first instinct was to hop on a plane and negotiate with government officials in person. Some of his advisers, however, pointed out that by traveling to Washington, the CEO would signal deep apprehension about the case and perhaps cause the officials to ask for a much higher settlement than they would if he stayed put and played it cool. The CEO heeded this advice, and he and his staff were able to hammer out a satisfactory settlement long distance. The bottom line? When deciding where and how to negotiate, consider which format would feel most comfortable for you and also the signals you would be sending with your choice. Fancy Photography/veer cuando deba decidir dónde y cómo negociar, tome en cuenta qué formato será el más cómodo para usted.