Conference room tables come in two basic shapes — rectangular and round. Sometimes the round tables are a bit oval, and sometimes the rectangular tables have gracefully curved sides, but generally, the round ones are round, and the rectangular ones are rectangular. When we use these tables for two-party negotiations, the negotiators often choose a most unfortunate seating arrangement that I call the "face-off."
In the face-off, one negotiating team sits along one long side of the rectangle, and the other sits opposite, along the other long side of the rectangle. If the table is round, the two teams arrange themselves opposite each other as best they can, if possible leaving gaps between the ends of the two arcs separating the teams.
The face-off configuration hampers negotiations. By physically arranging the two teams opposite each other, this configuration sets one team against the other. It's likely that the inclination many of us have to sit near people we know, and with whom we share past experiences and visions of a shared future, leads to this arrangement. But by distinguishing "us" from "them" the face-off configuration can actually make straightforward negotiations difficult, and difficult negotiations impossible.
How can we do something different that might actually facilitate negotiations?
- Randomize your own seating
- One approach is to discuss the possibility in advance with your own team, and reach consensus about randomizing your own seating. That is, when you arrive, intentionally choose not to sit together as a team.
- This can work, The "face-off" seating configuration
hampers negotiations by physically
arranging the two teams
opposite each otherprovided your team is the first to take seats, which is easily accomplished if your team is hosting. It does have the unfortunate and unintended effect of imposing the randomized arrangement on the other team, which can make some of its members uncomfortable.
- As host, set out place cards
- If the session is being hosted at your facility, you can set out place cards bearing either personal names or team names. This somewhat more genteel approach achieves the intended result independent of which participants sit down first.
- Although this method randomizes seating, it also imposes an arrangement on the other team, and that can be a bit off-putting.
- Let it happen and call attention to it
- A third approach is to just let people sit wherever they want, and then address the seating arrangement if needed.
- Letting it happen has two advantages over the two methods above. First, the face-off configuration might not happen. Maybe the participants will sit more or less randomly. Second, by calling attention to the face-off arrangement, and noting its risks, you present the two teams with an opportunity to work out an issue that is probably much simpler than the negotiation itself. They then have a chance to practice solving a problem together, and a chance for a quick victory.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenimwBDWLuaYlbSLwHner@ChacEcpFHBxLdbEBPqygoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Conflict Management:
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows
them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves,
they're harmless, but there are risks.
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
- Letting Go of the Status Quo: the Debate
- Before we can change, we must want to change, or at least accept that we must change. And somewhere
in there, we must let go of some part of what is now in place — the status quo. In organizations,
the decision to let go involves debate.
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and
painful to everyone within them — especially targets. But the situation is worse than many realize,
because much bullying is covert. Here are some of the methods of covert bullies.
- Contextual Causes of Conflict: II
- Too often we assume that the causes of destructive conflict lie in the behavior or personalities of
the people directly participating in the conflict. Here's Part II of an exploration of causes that lie
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBxuxInkthzrZuGraner@ChacYEvkhZyecOyVMrwsoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.