Negotiate like a star-ship captain!
I am a bit of a Trekkie. Not enough of a fan to go to conventions or own a Federation uniform, but I’ll watch a re-run if I stumble on one while flipping channels and I do know how to say “SUCCESS!” in Klingon (“QAPLA’”, if you’re interested).
It was “Star Trek: The Next Generation” that got me hooked and it’s still my favourite chapter of the franchise. I was in my early teens when the show launched and it was “appointment to view” tv. It looks a little dated now but I would contend that there’s still a lot of relevance in the show’s core messages about humanity, morality and tolerance. Not to mention the incredibly useful guidance it provides to anyone who negotiates for a living (go with me on this).
The show’s protagonist is Jean-Luc Picard, captain of the latest starship to bear the name Enterprise. The Enterprise is a part of a fleet that represents a United Federation of Planets. A union of governments founded on the principles of universal rights, equality, peace and progress. Picard and his ship, therefore, take on missions involving exploration, diplomacy, trade and peacekeeping. This means they get involved in resolving all kinds of disputes and Picard’s success is more dependent on his negotiation skills than the firepower at his disposal (lots). Luckily Picard is a consummate negotiator, and one of things that makes him most effective is the way he works with his team.
Picard is the boss. He’s accountable for the outcomes and he makes the decisions, but he draws on other resources to support him in his decision making and communication. This enables him to retain perspective and maintain an appropriate climate between himself and his counterparties, even when the subject of the negotiation becomes contentious. When all else fails, and Picard has to deliver difficult messages directly, it means his interventions are authoritative and serious. Now let me introduce the team that supports him.
At Picard’s right hand in most of his negotiations is his trusted First Officer, Commander Riker. In negotiations Riker often acts as Picard’s spokesperson, delivering the tough messages for Picard. He communicates proposals and responds to proposals from the other side. By delivering the tougher messages he allows Picard to speak less and listen more, meaning that when Picard does speak, his voice has added authority.
Riker acts within the parameters Picard sets for him and rarely improvises because, if he did, he’d be taking control away from Picard.
Riker, Picard and Troi - a negotiating Dream Team
Picard’s secret weapon sits on his left side, in the form of Lieutenant Commander Troi. Troi acts as Picard’s counsellor. Her role in negotiation is to observe the other side (and her own), to listen carefully and provide Picard into insights into the motives and emotions at play in the negotiation.
It’s helpful in the show that Troi is half-alien and a little bit telepathic but despite this apparent advantage, much of her advice is based on simple observation and empathy so it is possible for any one of us to do her job in a negotiating team, even with 100% human DNA.
Troi’s insights are as much about what’s going on in the heads of Picard and his own team as they are about the other side. Often, Troi’s insights are the key factor in helping Picard unlock options in the negotiation that would not be evident without her presence on the team.
Commander Data providing analysis.
Lastly, Picard relies on Analysts to provide him with data-driven insights and options in the negotiation. Chiefly he relies on the analysis of Commander Data, a living computer who is able to process huge quantities of information, giving Picard a constant flow of situation reporting, calculating the implications of developments in the negotiation and proposing options for moving the negotiation forward. Picard can also draw on the Klingon Lieutenant Worf for tactical analysis and his engineering officer Commander LaForge.
By drawing on this well of talented analysis from specialists, Picard can be certain that he’s leveraging the brain power of the best people he can to provide analysis and suggest options in his negotiation. He is still the decision maker, but he trusts his people to give him options to choose from, allowing him to focus on making decisions and managing the negotiation. It’s a highly effective way to negotiate.
When I work with my clients to improve their negotiation outcomes, one thing I make sure to focus on is the way in which they leverage the power of the team in their negotiations. I always advocate a team-based approach. Every team needs a Leader but that Leader should try to marshal the appropriate resources to negotiate effectively, ensuring that they have resources to dedicate to the roles of Spokesperson, Counsellor and Analyst. Very frequently though, clients will ask me how to apply this model in real world negotiations, when they are frequently called upon to negotiate on their own. Once again, Captain Picard provides us with a role model for this scenario.
Across 178 episodes of Star Trek: The Next Generation, 3 Star Trek films and his own spin-off series (“Star Trek: Picard”, released in 2020), Picard is frequently separated from his crew and has to apply his formidable problem solving negotiation skills without his team to support him. In these situations, it’s evident that Picard follows the same process I advise my clients to follow when they are required to negotiate on their own. I tell them to compartmentalise, to think about doing all the roles and to do them one at a time, focusing entirely on the job at hand to methodically work their way through the problem.
When the other side are communicating. Be Deanna Troi! Focus entirely on what they’re saying, how they’re saying it, what their behaviour and environmental cues tell you that can help you to contextualise what you’re hearing or seeing. This means shutting down all other thoughts, and that is not easy to do. You’ll be tempted to think about your own position, or what you’ll propose next, but remember this is not what Commander Troi would do!
When the other side is done communicating, think like Commander Data. Process the new information you have received, and the implications of that information on your situation. Consider what options are open to you to propose in order to move the negotiation forward and try to come up with an exhaustive list of options together with the pros and cons of each. When you’ve done that, just like Commander Data would, present the options to your Captain to make an informed decision.
The best seat in the house?
Now you’re in the captain’s chair! Take your time to evaluate the information and options you’ve been presented with. The decision on what to do next is yours, as you’re the one who will be accountable for it. Make sure to listen to what your counsellor is telling you about yourself, about the other side and possibly the climate in the negotiation. If things are more tense than is useful, remember that Picard is the diplomat and consider saying something to ease the tension.
When your decision is made, become Commander Riker; the clear and unambiguous communicator. Say what needs to be said, taking care not to draw an emotional response from the other side, but not shying way from delivering difficult or challenging messages. Riker’s role is to communicate Picard’s will, not to lessen its impact through sugar coating it or making it ambiguous.
Try to work as a team, drawing on the best of the brainpower available to you, but recognise there are times when you will be on your own. When that happens, remember the power of compartmentalisation. Take your time, follow the process and do one thing at a time, and you will do everything better.
