Skip to main content

TNI Thinking

POWER

Power in negotiation is not something you possess. It is something perceived, created and changed.

The conventional view of power in negotiation is that it is fixed — determined by size, resources, market position or dependency. This view is wrong, or at least incomplete. Power in negotiation is dynamic. It is shaped by perception as much as reality, and it can be created, shifted and managed by a skilled negotiator — regardless of the structural position they start from.

The five principles

01

Preparation

The most reliable source of negotiating power is preparation. The negotiator who knows more — about the deal, the market, the other side's position, their own alternatives — operates from a position of genuine confidence. That confidence is visible. It changes the dynamic before a word has been spoken. Preparation is not just about knowing your numbers. It is about having thought through every scenario, every move the other side might make, and every response available to you.

02

Behaviour

How you behave in a negotiation signals your power position — often more accurately than anything you say. Urgency signals need. Anxiety signals weakness. Calm signals confidence. The negotiator who can manage their behaviour under pressure — who can sit in silence, absorb an aggressive anchor without reacting, and move at their own pace — projects power regardless of their structural position.

03

Alternatives

Your BATNA — Best Alternative to a Negotiated Agreement — is the foundation of your power. Without a genuine alternative, you cannot walk away. And without the ability to walk away, you are not negotiating. You are managing a surrender. Developing real alternatives before entering a negotiation is not just good practice. It is the single most important thing you can do to improve your power position.

04

Information

Information asymmetry is one of the most powerful forces in negotiation. The party that knows more about the other side's constraints, priorities and alternatives has a structural advantage. This cuts both ways: the information you reveal about your own position is as important as the information you gather about theirs. Skilled negotiators are disciplined about what they share, when they share it, and how they use what they learn.

05

Timing

When you make a move in a negotiation matters as much as what the move is. A concession made under pressure signals weakness. The same concession made at a moment of your choosing, as part of a deliberate strategy, signals control. Timing is also about knowing when not to move — when to hold your position, absorb pressure, and wait for the other side to blink first.

"Power in negotiation is not something you possess. It is something perceived, created and changed."

Mark Davis — The Negotiation Initiative

DISCUSS THIS WITH MARK

If power dynamics are shaping a negotiation you're facing, Mark would like to hear about it.

GET IN TOUCH →