Dual Concern Model of Negotiation: Balancing Your Goals and Relationships

Negotiation is rarely as simple as winning or losing. It’s a complex process of balancing your objectives while maintaining relationships that matter. The Dual Concern Model of Negotiation offers a framework for navigating this delicate balance. Instead of focusing solely on outcomes or relationships, this model encourages negotiators to consider both, tailoring their approach to the context and priorities of the negotiation.

Understanding the Dual Concern Model allows you to move beyond one-size-fits-all strategies, helping you adapt to each unique situation. Whether you’re closing a high-stakes business deal or managing a team conflict, this approach equips you with the tools to achieve success without jeopardizing valuable relationships.

What is the Dual Concern Model?

At its core, the Dual Concern Model revolves around two primary factors that shape negotiation behavior: concern for your own outcomes and concern for the relationship with the other party. These factors aren’t mutually exclusive; effective negotiators learn to balance them depending on the context.

For instance, if the relationship with your counterpart is critical, your strategy might lean toward collaboration or accommodation. On the other hand, in transactional or one-time negotiations, prioritizing your goals might take precedence. The beauty of this model is its flexibility—it recognizes that negotiation isn’t a rigid process but a dynamic exchange influenced by priorities, people, and circumstances.

The Four Negotiation Styles Explained

The Dual Concern Model identifies four main negotiation styles based on varying levels of concern for goals and relationships: competing, avoiding, accommodating, and collaborating. Each style serves a purpose, depending on the situation.

Competing is all about achieving your goals, often at the expense of the relationship. Think of a one-time deal where securing the best terms outweighs the need for rapport. While effective for decisive outcomes, it risks damaging trust, making it unsuitable for ongoing partnerships.

Avoiding, on the other hand, involves minimal engagement with either goals or relationships. This style is often used when the stakes are low, or the issue isn’t worth addressing. However, avoiding can also lead to unresolved conflicts or missed opportunities if overused.

Accommodating flips the focus, prioritizing the relationship over your objectives. It’s the strategy you might use when preserving goodwill is paramount, such as in negotiations with long-term partners. The downside? Consistently accommodating can leave your own interests unmet, which may create imbalances over time.

Finally, collaborating seeks to balance high concern for both goals and relationships. This approach emphasizes finding solutions that satisfy both parties, fostering trust and paving the way for future collaboration. While ideal for building long-term partnerships, collaboration can require more time and effort than other styles.

When Compromising Comes Into Play

Although not one of the four primary styles, compromising often emerges as a practical middle ground. When time is limited, or stakes aren’t high enough to warrant extensive collaboration, compromising allows both parties to make concessions and reach an agreement quickly. While it may lack the creativity of collaboration, it provides a straightforward path to resolution when efficiency is key.

Applying the Dual Concern Model in Real-World Negotiations

So how do you put the Dual Concern Model into practice? It begins with understanding your priorities and the dynamics of the situation. Before entering a negotiation, reflect on what’s most important to you: Is it achieving a specific outcome, maintaining the relationship, or a balance of both? Your answer will help determine which style is most appropriate.

For example, imagine you’re negotiating a contract with a supplier you’ve worked with for years. If maintaining this partnership is essential, adopting a collaborative or accommodating approach may be the best choice. However, if the negotiation is with a new vendor and securing favorable terms takes precedence, you might lean toward a more competitive strategy.

Equally important is understanding the other party’s priorities. Pay attention to their goals and concerns. Are they prioritizing the relationship, or are they focused primarily on their own outcomes? Active listening and empathy can help you identify their perspective, enabling you to adjust your strategy accordingly. For instance, if they appear defensive or hesitant, a collaborative tone may encourage more openness.

Flexibility is key. Negotiations are dynamic, and sticking rigidly to one style can limit your ability to adapt. If the conversation shifts, be prepared to reevaluate your priorities and modify your approach. A negotiation that starts competitively may evolve into collaboration as mutual interests become clear, or vice versa.

Balancing Goals and Relationships for Better Outcomes

The Dual Concern Model isn’t just about theory—it’s a practical framework for navigating the complexities of negotiation. By considering both your goals and the value of the relationship, you can craft strategies that lead to favorable outcomes without burning bridges. Whether you’re working toward a high-stakes deal or resolving internal conflicts, this balanced approach ensures you’re prepared to tackle any negotiation with confidence and clarity.

Next time you sit at the negotiation table, take a moment to assess the priorities on both sides. Use the Dual Concern Model to guide your strategy, and remember that successful negotiation isn’t just about getting what you want—it’s about building outcomes and relationships that stand the test of time.