We negotiate every day, often without thinking about it. At home, in the office, with a customer or supplier. Yet even seasoned professionals come up against situations that get out of hand for no apparent reason. This is precisely what Frédéric Bonneton, founder of MCR Groupe, reminds us in a masterclass led by Roland Massenet: the majority of negotiations don't "fail"... they fail, because they're biased from the outset.
At the heart of these situations are three structuring categories: errors, linked to a lack of preparation; mistakes, revealing a skills deficit; and traps, often psychological, present in the other party as well as in ourselves. This distinction profoundly changes the way we think about negotiation: the stakes are not only in the content, but in the way we prepare, frame and conduct the exchange.
Read the article: Negotiating without getting caught out: understanding the mechanisms that cause even the best intentions to fail
Understanding the 3Ps: problem, process, people
The 3Ps reading grid is one of the most useful contributions:
- the problem (the subject of negotiation) weighs only at the margin,
- the process structures the progression of the exchange,
- people determine the essential outcome.
In reality, most negotiators spend 90% of their time working on the 10% that have the least impact: the arguments, the figures, the media.
On the contrary, success depends on managing interactions, distributing roles within the team, choosing the right words, framing and controlling bias.
This is where a common trap arises: the good-relationship bias. We protect the relationship rather than the objective. We avoid being perceived as "tough". We put the relationship before performance. This shift towards the "nice guy" loses essential room for manoeuvre and reduces negotiation to an exercise in conciliation.
Read the article: Negotiation: the 3P method for defending your margins
Emotions, posture and asymmetries: critical areas in negotiation
Emotions play a central role in decision-making. Neuroscience shows that before a decision is rational, it is unconscious and then retro-justified. This means we need to work on the way we activate, channel or neutralize emotions in the room: breathing, stress management, choice of setting, storytelling, pace of exchanges.
Another sore point is the confusion between sales and negotiation. The seller creates value. The negotiator structures conditions. Sending the same profile to deal with a buyer well-versed in influencing techniques creates an uncomfortable asymmetry. Organizations need to either reinforce salespeople's negotiation skills, or clearly separate the roles according to the stakes involved.
Learn more about Sales Training
Professionalizing negotiation: the role of the retex
Negotiation doesn't end with the signature. Feedback helps identify turning points, review the way concessions were made, assess the intangibles obtained and capitalize on effective practices.
Without this work, teams reproduce the same reflexes, without ever really understanding what worked or what didn't.
Some organizations go a step further by introducing a cross-functional role, similar to that of Chief Negotiation Officer, whose mission is to support sensitive issues, structure the method and maintain a high level of standards.
To explore in detail the 26 pitfalls that disrupt negotiations - and understand how to avoid them - the reference work remains the book Pièges de négoco-authored by Frédéric Bonneton and former RAID chief negotiator Christophe Caupenne.
Discover Negotiation Pitfalls: https://www.fnac.com/a21580367/Frederic-Bonneton-Pieges-de-nego
Professional Negotiation For One: Securing Value in Complex Negotiations
In high-stakes negotiations, every decision affects long-term value and relationships.
Strategic preparation, advanced negotiation methods, team support... let's make negotiation a real lever for performance and value protection.
