
Three things I know: taking over the family business
How many times did I secretly wish for my father to leave the business and leave me the sole “Queen” on board? Ten years later, I cannot imagine working without him by...
by Jennifer Jordan Published October 8, 2024 in Brain Circuits • 2 min read
We are often reluctant to make the first move in a negotiation, intuitively believing that it’s better to let the other side show their hand first. But research shows that, in most scenarios, you gain a material advantage from making the first offer. In almost all cases this works because, whatever you propose, the outcome is likely to be closely anchored to the starting point. This is known as the “first offer effect.”
In almost all cases this works because, whatever you propose, the outcome is likely to be closely anchored to the starting point. This is known as the “first offer effect.”
People anchor more towards an initial offer than to any objective value of the item – once they are given an anchor, they generate knowledge consistent with it, rather than search for other relevant information.
Tip: Make your initial offer ambitious but reasonable
The first-offer effect holds across cultures and power levels, even when the other side has an attractive alternative option they can pursue.
Tip: Look for common ground to identify mutual benefits
The effect also generally holds when there are multiple issues to negotiate, even if your opponent dismisses your first offer in relation to one issue and moves to negotiate another one.
Tip: Be patient and respectful and resist the temptation to rush
Three dilemmas to help you test your negotiating skills
Questions to ask as you prepare to negotiate a deal
Negotiation is a relationship not a transaction
The essential elements to successful negotiation and dispute resolution
The six steps to managing conflict
Social psychologist and Professor of Leadership and Organizational Behaviour at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.
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