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important to understand human needs. Aubuchon (1997) sees needs and drives as " a
dynamic, interrelated, and intertwined collection of thoughts, ideas, and motivations
that direct our decisions and actions." A need will occupy a position ofpriority while it
is fulfilled. Thereafter, when a new need arises, it changes position and the person will
then focus on another need. Thus if one does not keep in touch with one's negotiating
partner's needs, one will seldom achieve one's goal ofpersuading him.
Conscious Needs
These are the needs that are freely discussed and talked about e.g. a good
education, a new car, a house, etc. These needs change depending on the priority ofthe
moment.
Basic Needs
These are innate needs that never change e.g. the need for self -esteem, love,
etc. They are private and very personal; therefore they are not usually talked about.
Aubuchon (1997:50) says most people are not aware oftheir basic needs although they
respond to them. He also believes that conscious needs are a manifestation of basic
needs and that they are "surface indicators of what is really happening inside the
person." Aubuchon likens them to the blossoms, leaves and stem of a flowering plant.
The basic needs are like the roots of the flower, which are out of sight and seldom
talked about. Therefore when a person buys an expensive, durable, comfortable car he
is satisfying his self-esteem and status needs.
During negotiation or persuasion the aim is to satisfy conscious rather than
basic needs. However, sometimes we do not succeed in satisfying the conscious needs
because of some stumbling block or barrier. Then we have to look for the "underlying
causes, find solutions, and restore progress." (Aubuchon 1997:50) This means turning
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