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Power

In: Making Negotiations Predictable

Author

Listed:
  • David Cremer

    (China Europe International Business School (CEIBS))

  • Madan M. Pillutla

    (London Business School (LBS))

Abstract

As soon as negotiations begin between two or more people, the processes and mechanisms of power come into play. Power means that one party possesses qualities to compel another party to do something that this other party would never do voluntarily. Possessing power therefore allows you to exercise influence, so that you can achieve your objectives more easily. You are better able to form coalitions, obtain information or impose deadlines. It is important to realize, however, that in the longer term the exercising of too much power will have more negative rather than positive effects. Your relations with others can become sour, which might make it difficult to keep the negotiations going in a constructive manner. If you behave like a dictator, you may get your own way this time, but you will create little goodwill and trust for the future. On the contrary, you will acquire a bad reputation. For this reason, it is essential to use your power only if another party persists in defending an unacceptable position — and needs to be ‘persuaded’ to see reason.

Suggested Citation

  • David Cremer & Madan M. Pillutla, 2012. "Power," Palgrave Macmillan Books, in: Making Negotiations Predictable, chapter 0, pages 118-135, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-02479-4_7
    DOI: 10.1057/9781137024794_7
    as

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