An academic’s guide to the art of negotiation, part one: how to prepare

We negotiate all the time in our personal and professional lives, often without realising it. Whether formal or informal, at home or at work, negotiations help us to get what we want while improving our relationships with others (if done correctly).

Academia is a notoriously precarious career, which makes learning to negotiate all the more important. In this guide, read about how to apply a “plan, do, review” framework to help you progress in your career.

Plan: prepare for your win

Negotiations work best when they’re win-win for both parties. They require ambitious and creative thinking on your part, as the primary instigator of the negotiation in question, whether seeking an internal promotion, a lateral move or a new job at another institution. 

The negotiation framework I use is modelled on Marshall Rosenberg’s “non-violent communication” strategy, which comprises the following components for best-practice negotiation. To use this framework, ask yourself: 

What are your interests? 

Ask at least five different “Why?” questions to get a feel for your “big picture” interests. For instance: “Why do I want this promotion?”, and “Why do I feel this is the right time to ask for it, within the context of the current higher education landscape?”, and so on. Then, think about what the interests of the person you are negotiating with might be and ask yourself questions focused on these. 

What variables are involved?

More variables (such as time, money, academic interests) lead to more solutions. Look for variables that you can easily offer the person you are negotiating with, and vice versa. The more, the better. For example, when I was negotiating my first teaching contract with my department head, I was willing to give my time (something they wanted more of in order to conduct research) in exchange for them relinquishing a course that they did not enjoy teaching (and that I wanted to take over). The intersection of these variables allowed us to reach an agreeable outcome. 

What do you both want from this deal?

It’s key to make the person you are negotiating with feel valued and respected, and hence more amenable to your negotiations. Reframe the process in your mind to find solutions through collaborative, not competitive, strategies. 

What are your maximum and minimum plausible positions?

These are your most and least beneficial outcomes. Introduce this idea relatively early. For instance, if your goal is to obtain a raise in line with colleagues at other universities with equivalent levels of experience and qualifications, mention ballpark figures as an anchor for your negotiation partner. These should range from the least you’d be willing to accept up to your ideal amount.

Alternatively, you can choose to just state the top-end market rate, along with examples of how you add value (perhaps through your stellar teaching scores, outreach involvement or sustained contributions to university life through participation on boards or committees) and why you’re worth this rate. Also, explain the repercussions of a failed negotiation process (for example, the negative impact on your motivation). 

What is your best alternative to negotiated agreement (Batna)?

This is your “Plan B” if negotiation goes awry. Although it can be challenging, always be willing to walk away from negotiation. The higher your Batna, the higher your walk-away point. If your aim is to be promoted, seek other advantages as part of your Batna. If the new salary figures aren’t quite what you had in mind for yourself, you can seek working from home privileges, for example. Be as realistic and creative as possible so you can fight another day if things don’t immediately go your way. 

Time your negotiation well

Multiple rounds of negotiation and prior communication, even if informal, may help or even change the outcome in your favour. Perhaps you have to wait until a particular leadership term or funding cycle has been completed or started. Having your interests and consistent good work be recognised and noted will provide an evidence trail that you can build on and use in your eventual negotiations. Therefore, being patient is a necessity, especially in volatile higher education work environments.  

Once you’ve planned your strategy and picked the right moment, the next step is to put it into action: building trust, navigating tricky situations and reviewing the results. We’ll explore this in the next article.

Natalie K. D. Seedan is a sport sciences laboratory technician and part-time lecturer at the University of the West Indies Cave Hill campus.

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