Stéphane Royer has been in charge of negotiations since 2008, is a certified CNV mediator, teaches at HEC Geneva and Lausanne and is the founder of the company inness for the transmission of social skills. He started his career in IT management at Nestlé and Orange. He is currently responsible for purchasing in the pharmaceutical industry (Ferring) and deals with supplier management, commercial and contractual negotiations, as well as conflict resolution.
He defended his Executive Doctorate in Business Administration (EDBA) in September 2022, on the theme “A Negotiation System for the Manager” under the direction of Professor Michelle Bergadaà, Professor at the University of Geneva and founder of the Observatory of Strategy and Management Values. His thesis aims to take up all the methods, principles, behaviors, tactics and techniques of negotiation since the 17th century until today to elaborate a complete, coherent, arbitrated system that demonstrates its value contribution for the Manager.
Thesis Direction
Pr Michelle Bergadaà
Thesis Title
A negotiation system for the manager.
Abstract
We analyzed more than 100 articles and 41 full-length books to collect more than 2240 Data on Negotiation, which allowed us to make several contributions.
Our systemic approach complemented the research strategies around Negotiation, bringing data and results from a more constructivist research. Indeed, given the lack of a constructivist approach, there is a real recommendation to complement research in this area (Buelens et al., 2008, p. 337).
First of all, we have induced five currents of thought in Negotiation that are in line with time and a coherent evolution of the different movements from the 17th to the 21st century: the Diplomatic, Distributive, Integrative, Business and Emotional currents (cf. 2.2.3).
Then, thanks to systemics and a functionalist posture, we have established the constituent Sets of a Negotiation System: Negotiation, Value, Process, Strategy and Behaviors (cf. 2.3.2).
In addition, by aggregating the Definition Data set, we suggested a new definition of Negotiation that is consistent with the Publications: “A non-linear communication process in which diverging or conflicting parties aim to reach an agreement that brings satisfactory value to each of them” (cf. 3.2).
Similarly, we have proposed a definition of Value in Negotiation: “The sum of the objective (tangible, concrete, measurable objects) and subjective (social and emotional needs) values of the results obtained in a negotiated agreement” (cf. 3.3).
If Eric Le Deley’s work demonstrates that the principles of Negotiation are timeless (Le Deley, 2011), our work, on the other hand, has brought an additional element by specifying that through the ages research has tended to complement rather than contradict each other (cf. 2.5).
This is why our work has endeavored to assemble the various theories in Negotiation, which, according to L. Bellenger are considerable, but not very unified (Bellenger, 2015, p. 20). This work had several benefits for the Manager:
• A coherent digest of the literature on Negotiation, readable, refereed and applicable in System form by the Manager on a daily basis. Our work would save the manager the tedious task of consolidating the literature on Negotiation.
• This System has been shown to result in more frequent agreement, and with more Value. We found that our System increased the Value in practice by +23% and the achievement of a satisfactory agreement by +36% compared to the use of basic Managerial techniques (see 4.3).
• A new dynamic model of Negotiation in 7 phases. This would allow the Manager to visualize the Negotiation process and the interdependence of the phases.
• We found 10 Principles of Negotiations (see 3.4.2). These timeless principles could act as a compass for the manager throughout the negotiation process.
• We have identified 7 Tactics (see 3.5.1). These Tactics could help the Manager manage the context of his Negotiation and define his strategy.
• We consolidated 24 Negotiation Techniques (see 3.5.2). We wanted the techniques to be pragmatic for the Manager and easily memorized and assimilated, in particular through the use of acronyms that carry a meaning for the technique or tables that summarize the crucial points. Each of the techniques is anchored in a phase of the Model so that the Manager understands the context of application.
• We have studied 4 themes on the management of emotions that would allow the Manager to operate this System without being “polluted” by the emotional aspects (see 3.6.1). This contribution on the management of emotions in Negotiation seemed to us to be crucial and to be a rather modern contribution compared to the literature.
We have listed 5 attitudes that would allow the Manager to know how to behave concretely when using our System (see 3.6.2).
In response to these results, our recommendations were the following (see 5.2.5).
To conclude, the recommendations could be summarized as follows
• To take the decision to define a common standard of Negotiation for the Management (CEO or HRD).
• To choose a Negotiation standard that guarantees them: scientific adequacy, value contribution, better performance on agreements (management committee).
• Consider our System and training for Managerial Dyadic Negotiation (purchasing department), or any other standard that seems more relevant to them.
• To combine the training with a follow-up of the Manager, for example recurrent group simulations (Drills), or to use our 21 days form to follow the evolution of the Manager on the implementation of learned techniques.
• Share elements that are readable for the Manager to study the Negotiation method and support the training: Model, Tactics, Emotions, Principles, Attitudes.