Focus on implementation.
Traditionally speaking negotiation is seen as a focused comparison of ideas/results, which in my eyes is a sophisticated way of saying an argument over issues. One of the first orders of business for us as consultants is to get clients out of this approach. More often than not a negotiation begins with one side stating what their issues are and what they want. Next the other side does the same thing. In the end if a deal is made both sides have a tendency to meet in the middle.
Hostage and crisis negotiators are some of the best influencers in the world. Our success depends on our ability to move people. To get them to do or not do something they were initially unwilling to. Influencing is our job. Hostage/barricade incidents provide many occasions where a member of the negotiations team needs to influence not only what is occurring within the crisis site but what is occurring outside. Some of the most intense negotiations occur not between the primary negotiator and the “bad guy” but within the crisis management team. We are, or at least should be, using empathy to influence other members of the crisis management team into adopting a specific course of action, impacting their ideas, opinions, and willingness to do what we want. This is otherwise known as negotiating within the negotiation. As such, the same skills we rely on when “on the phone” are the same ones we should rely on when we have to conduct a negotiation within the negotiation.