What can a fighter pilot teach a negotiator? More than you may think. It ends up that flying, much like negotiation, requires clear judgment, precise execution, and a keen awareness of human behavior. The FAA recognizes certain “hazardous attitudes” that contribute to poor decision-making and accidents in the sky. Hazardous attitudes in negotiation are more common that you think, and they sabotage your outcomes.
The five attitudes are: anti-authority, impulsivity, invulnerability, macho, and resignation. We’ll discuss each in detail but, before we do, fear not! These attitudes can be identified and changed: they are typically not deep personality flaws, but manageable tendencies.
The Hazardous Attitudes in Negotiation: Recognizing the Red Flags
Understanding these attitudes is the first step towards mastering them, both in the cockpit and at the negotiating table.
1. Anti-Authority (“Don’t Tell Me…”)
In aviation, this attitude is seen in pilots who resent being told what to do, often viewing rules and procedures as unnecessary. They ignore checklists or violate regulations, sometimes with dire consequences. The FAA’s antidote is straightforward: “Follow the rules. They are usually right”.
At the negotiating table, the anti-authority stance can appear as resistance to established negotiation processes, a dismissal of advice from colleagues / stakeholders, or an over-reliance on “gut feeling” over data. It can trigger psychological reactance, where being pushed too hard only results in the negotiator pushing back. These negotiators are overly suspicious of the other party’s proposals, assuming ulterior motives without proper diligence. This isn’t just stubbornness; it can be a deep-seated response where a negotiator feels their freedom is threatened, causing them to reject even the best-intentioned advice or positions. While healthy skepticism can be valuable, the anti-authority attitude signifies a default rejection of external input, which kills collaborative problem-solving and negates established best practices.
2. Impulsivity (“Do It Quickly!”)
Defined by the FAA as the need to “do it quickly” or “do something, anything, immediately,” impulsivity in pilots leads to rash decisions, skipped pre-flight checks, or inappropriate emergency responses.
In negotiations, impulsivity translates into rushing to close a deal, sometimes accepting suboptimal terms just to “get it done.” It leads to hasty concessions under pressure without full evaluation or reacting emotionally to proposals. This urge to act can stem from an intolerance for ambiguity or discomfort with tension; a quick resolution, even a poor one, alleviates this discomfort. The antidote, “Not so fast. Think first,” underscores the importance of structured decision-making in negotiation which build in pauses for thought and analysis, countering the urge to leap to premature solutions. “Haste leads to waste!”
3. Invulnerability (“It Won’t Happen to Me”)
This attitude, “It won’t happen to me”, fosters complacency and a belief that accidents only happen to other people. In aviation, it leads to underestimating risks, often with catastrophic results.
Negotiators exhibiting invulnerability display overconfidence bias, overestimating their abilities or the likelihood of success, and underestimating their counterpart. They might engage in insufficient preparation, assuming a deal is “in the bag,” or ignore potential downsides due to optimism bias. This isn’t just casual belief but can be a systematic error in judgment. A critical danger is that invulnerability can lead negotiators to neglect their Best Alternative to a Negotiated Agreement (BATNA), as they are overly confident the current deal will succeed, weakening their negotiating power and leverage.
4. Macho (“I Can Do It”)
The “I can do it” attitude leads pilots to try to impress others by taking unnecessary risks. This leads to reckless and dangerous actions.
In negotiations, a macho attitude manifests as an excessively competitive, win-at-all-costs mentality. There’s a focus on dominance and appearing “tough” rather than achieving optimal outcomes. Macho negotiators take uncalculated risks to intimidate or show off, and struggle to admit mistakes, hindering trust. This behavior stems from deeper anxieties about status and identity; the perceived risk of losing face can outweigh the risk of a bad outcome. This frames the interaction as a zero-sum game, prioritizing symbolic victory over substantive results, which is antithetical to effective, value-creating negotiation.
5. Resignation (“What’s the Use?”)
Characterized by the phrase “What’s the use?”, this attitude reflects a pilot’s lack of conviction in their ability to make a difference. It leads to giving up easily in emergencies. The 1990 crash of Avianca Flight 052 on Long Island was an example of resignation in action.
Negotiators impacted by resignation give up too easily when faced with obstacles. They may feel powerless, make unnecessary concessions, or fail to prepare adequately, believing their efforts are futile. They view impasse as the end, rather than an opportunity to get creative. This passive approach can be linked to learned helplessness. It’s not laziness, but a psychological state where individuals genuinely believe their actions won’t influence the outcome, often leading to a self-fulfilling prophecy. Overcoming resignation requires a shift towards proactivity and recognizing one’s agency, supported by robust preparation strategies.
Charting a Safer Course in Your Negotiations
Self-awareness is the first and most critical way to identify hazardous attitudes in negotiation. Just as pilots train to mitigate these attitudes, negotiators can do the same. They can cultivate mental habits and structured approaches to enhance decision-making and outcomes. Recognizing these tendencies (our own and those of our counterparts) can lead to more strategic, adaptable, and successful negotiations.
Mastering negotiation requires continuous learning and a commitment to refining your skills; complacency is a risk you can’t afford. This dedication to self-awareness is crucial. Ultimately, addressing these hazardous attitudes will not only help you avoid poor outcomes. It will help you create superior ones and foster stronger, more resilient professional relationships; a cornerstone of effective, modern negotiation strategy.
Ready to deepen your understanding and hone your skills? Explore Watershed Associates Resources Center, where you can dive into our Best Negotiating Practices. For ongoing insights and strategies from our experts, be sure to visit our Watershed Insights.