Charles Naquin and his colleagues found that negotiators communicating by video performed better than negotiators using email or texting. When communicating with teammates during a negotiation, brevity is a virtue.Ĥ. Messaging during negotiations can be important, but one study found that multitasking on a smart phone while negotiating led to lower payoffs and being rated as less professional and less trustworthy by counterparts. If you are using a computer to Zoom, for example, use your phone and a separate application to chat or text with teammates.ģ. To avoid this, use different hardware or programs for chatting. Specify – and practice with – offline methods for chatting. There are many cringe-worthy stories of “private” messages accidentally showing on everyone’s screen. Be sure to ask: Who will open the meeting? Explain a proposal? Answer questions? Summarize next steps? How will we communicate with one another offline?Ģ. Calls or videoconferences with four or more parties can quickly go off track. If virtual negotiators face additional barriers to finding joint gains, the good news is that research also suggests ways enhance the chances for success in virtual settings. It may be that women feel less pressure to be affiliative or polite when they are not face-to-face. Interestingly, a meta-analysis of 43 studies suggests that women are less cooperative in virtual settings than they are when face-to-face whereas men’s tactics don’t change as much. We also run a greater risk of misunderstandings: Justin Kruger, Nick Epley and their colleagues have found that we tend to overestimate how well our messages have been understood by recipients. And a 2019 study suggests that – surprise, surprise – we’re also worse at reading emotions over email. When it comes to email - which introverts are particularly drawn to in conflict situations - we tend to be less cooperative, perhaps because we are less inhibited in expressing complaints and negative opinions. Moreover, a meta-analysis conducted in 2002 suggests that group decision-making is less effective, less satisfying, and more protracted when groups don’t communicate face-to-face. What does research tell us about virtual negotiations? Are they more or less effective at creating value for counterparties?įirst, the bad news: Negotiating virtually tends to leave parties with poorer objective results and feeling less warmth and trust toward one another. Video technologies, low-cost teleconferencing, and email have all become efficient ways for teams to prepare together and to negotiate with counterparts. But even before Covid-19, an increasing number of dealmakers were connecting through digital tools. To get all of HBR’s content delivered to your inbox, sign up for the Daily Alert newsletter.įor the past few months, almost all negotiations have been occurring virtually. In these difficult times, we’ve made a number of our coronavirus articles free for all readers.
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