Outnumber the Other Party

Published: Nov 26, 2004

Application

Outnumbering the opposition, when negotiating in a face-to-face meeting, can be done with volume or with influence.

Volume

Having more of your people than the opposing team gives a psychological advantage. These can be resource persons with specialized information or persons with expertise in the subject or the object being negotiated.

Include a 'mystery' person; one who is introduced by name only. Do not mention the person's function or reason for being in the meeting. This can be especially effective if the person has an imposing appearance. Your "extras" can be nearby for calling in when you become outnumbered. Playing the numbers game, while not a foolproof method, does work enough times to justify giving it a try.

On the other hand, realizing the power of this tactic makes you wary of getting entrapped yourself. Be prepared by establishing how many will be attending from the other side. This is best in writing or attributed to a single responsible person. Ascertain the size of the room when numbers are not forthcoming.

You are justified in asking some to leave the room. While you may not be successful, you should, at least, ask firmly.

Influence

Include on your team one or more persons who have a great influence over the people on the other side. Hire such persons if they are not willing volunteers.

Your strength results in you acting more rational, benevolent and, above all, friendly throughout the negotiations.

Stories

A Few Good Men

Do you recall, in the movie A Few Good Men, when Tom Cruise's character bluffed his opponents with only Two Men.

As it turned out these men lacked the evidence Jack Nicholson's character thought they had. Cruise's character coerced Jack Nicholson's character to admit the point as though he had been trapped. The unknown was the strongest weapon.

Submitted by: Nephew Gerry

Figure Out Why I Left

On a vigorous job hunt, fulfilling a promise to my wife, I felt confident enough to set several conditions to make my search more efficient. The objective of the campaign was to receive ten suitable job offers within a ten-week period. One of the conditions for job interviews was that I would not meet with any group larger than three interviewers. I was resolute in making that clear to the prospective employers.

On one interview I was ushered into a boardroom where people were gathering and engaging in small talk with each other. When the president called the meeting to order there were a dozen or more in the room. I was asked to make a short statement. Instead, I asked and received permission to ask each the question, "Why are you in this meeting?" All but two had a reason suitable to my objectives. I concluded that asking for some to leave would be fruitless. I packed up papers and headed for the exit. The perturbed president shouted, "Where are you going?" I told him the meeting was over as far as I was concerned. He said, "We've set aside an hour for you. The next applicant isn't due for an hour!" I suggested they spend the time trying to discern why I left.

As I was traveling down the freeway for the long drive home I was a little upset with myself for not foreseeing such behavior from that type of organization. I kept consoling myself with the thought I had successfully avoided spinning my wheels during several meetings with that bunch.

Years later I met a former senior executive of that organization. I told him of that incident which occurred before his time there. When he stopped laughing, he said, "That was a very smart move. That group couldn't do anything without a consensus and they seldom had one of those. It was next to impossible to get anything done." He was happy to hear someone did such a thing to them. Apparently, the shocker didn't do them much good.