The emergence of Emails as a tool of negotiation created a whole new paradigm towards the way that parties approach the process. Fundamentally, the elimination of the face to face aspect of negotiations has led to more complexities such as extremities in the kind of outcomes attained. In some of the settings where it has been utilized, negotiating using it resulted to very undesirable results because of the emotional detachment that characterize using the approach. The isolation and the lack of a formal environment because of its reliance to the virtual technology make it both potentially beneficial and disadvantageous (Zakaria, 2017). If used well, the results of the negotiation process may be in favor of the party who capitalizes on the advantages that it provides.
For me, during a negotiation process for the acquisition of a property for an assigned project, I managed to pay significantly less amount than the initially quoted price. During the incidence, I convinced the seller of the reduced value of the property which significantly lowered the cost of the project. However, in another instance, I lost a bid to a prospective project because the competing parties successfully outbid my bid because they outlined their approach more clearly than I did. If it had been a verbal negotiation, I would have easily won the bid.
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According to Shell, email can be used to one’s advantage because it allows for a detachment mostly emotionally thus allows enhanced pragmatism which is very essential in a negotiation process. More so, it allows a deep reflection of one’s reflection, something absent in a face to face negotiation (Hoch & Kunreuther, 2004). Thus, it can be used to one advantage by carefully planning responses crafted to win over the other party. However, it can be used to one’s disadvantage if the other party applies deceptive techniques and because of the lack of a face-to-face encounter, you may not decipher whether or not it is a lie thus you may end up losing giving in to deceptive information.
References
Hoch, S. J., & Kunreuther, H. C. (2004). Wharton on making decisions . John Wiley & Sons.
Zakaria, N. (2017). Emergent patterns of switching behaviors and intercultural communication styles of global virtual teams during distributed decision making. Journal of International Management , 23 (4), 350-366. https://doi.org/10.1016/j.intman.2016.09.002
