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called "a manic-depressive,"
a term that captures the opposite ends of the gradual
process ofmood swings.
Applied to the negotiation process this term merely means that the facilitator
should vary the perspectives of disputants so that they will be able to envisage positive
scenarios after successful negotiations, as well as the negative ones that would ensue,
should the negotiations break down.
BUILDING RAPPORT
It is very important to build rapport and establish an interpersonal relation for
negotiation to be effective. This should not be left to chance. According to Andreas and
Faulkner (1998:71) the success of communication depends on the presence ofrapport.
If rapport is lacking, then communication fails. Rapport is built in a number of ways
e.g. by adopting another person's mannerisms, language usage, tone of voice, kind of
clothing, etc. It is a way of being similar and it reduces differences between us, thus
facilitating a common ground for building a relationship. When people are
communicating and there is no rapport, they say they feel uncomfortable. Therefore it is
important to learn to feel when rapport has been lost so that it can be rebuilt quickly.
That is when communication starts to flow again.
How To ACHIEVE RApPORT IN NEGOTIATION
Social facilitation
Research has proved that behaviours performed in the presence of others are
exaggerated than when the individuals are alone. Emotions are also exaggerated in the
presence of other people than when we are alone. That is why in multiparty
negotiations emotions run higher than in dyadic negotiation.
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