Collaborative negotiation: grow the pie before you divide it

Negotiation doesn’t have to be a battle. With the collaborative negotiation method—developed at Harvard—you’ll learn to stand firm on your interests without jeopardizing the relationship. In this article, strategic advisor Winfred Voordendag and arts education manager Bart Kusters share their insights on how cultural professionals can reach better agreements with greater calm, clarity, and cooperation.

By strategic advisor Winfred Voordendag and arts education manager Bart Kusters.

All too often in negotiations, the stronger party dictates the terms. This may work in the short term, but it does not contribute to a lasting relationship and misses the opportunity to create value together.

Negotiation isn’t just about getting a better deal; it’s also about maintaining relationships and, where possible, strengthening them. Especially in the cultural sector, where interests, ideals, and limited resources often clash, the way you conduct the conversation can make the difference between collaboration and estrangement. Connective negotiation, based on the Harvard Negotiation Project—an ambitious research initiative at Harvard University aimed at improving the theory and practice of negotiation and conflict management—offers a practical and proven framework for this.

Imagine this: you ’re a young theater artist, fresh out of school. You’ve developed a stunning site-specific performance, but the city is cutting budgets and wants to reduce your grant by 30%. You’re sitting across from a city official and the director of the cultural center. You know the premiere is already scheduled, the artistic team is ready to go—and the funding is far from secured. There’s tension in the air. You feel: now I really have to negotiate. But how do you do that without damaging the relationship and still achieving your goal?

This is a challenge. It’s not enough to simply defend your position forcefully. You need to seek a solution that preserves both your interests and those of the other party. That is the realm of collaborative negotiation, an approach that has gained worldwide recognition through the Harvard Negotiation Project.

The Essence of Collaborative Negotiation

Connective negotiation is based on the idea that you can firmly stand up for your own interests while also taking the other person’s interests seriously. It is neither a “soft” compromise nor “hard” coercion. The goal: to work together to find creative solutions in which both parties win.

We can break the process down into five steps.

1. Separate the people from the problem

Conflicts are often taken personally: “That civil servant doesn’t understand my project.” But as soon as the other person becomes an adversary, creativity comes to a standstill. Respect the other person in their role and make it clear that you are acting from your own role (and the responsibilities that come with it). Acknowledge emotions, show understanding for different perspectives, and make sure you create a productive atmosphere. Only once the personal tension subsides can you clearly address the problem itself.

👉 Don’t ask, “Why are you against my proposal?” but rather, “What concerns do you have about the implementation of this proposal?”—this way, the relationship remains intact.

2. Focus on interests, not positions

A position is what someone says they want (“The budget needs to be cut”), while interests are about why someone wants that (“We need to spread the budget across more initiatives”). When you bring the underlying interests of both sides to the table, new avenues for solutions emerge.

👉 Your position is “I want 50,000 euros,” your interest is “I need sufficient resources to ensure quality and safety.” The other person’s interest might be “We must be accountable for equal treatment.” Speaking from interests rather than positions can increase the room for maneuver.

3. Consider options that benefit both parties

Many negotiations get bogged down in haggling over fixed amounts or rigid demands. Start by brainstorming as many options as possible together, without jumping to conclusions. This leads to creative combinations. We also call this step: making the pie bigger before you divide it.

👉 The municipality can’t provide more money, but it can offer free use of facilities, technical support, or promotional services.

4. Use objective criteria whenever possible

When opinions clash, a neutral standard can be helpful. Consider market prices, industry standards, legal guidelines, or previous similar agreements. Objective criteria lend legitimacy to your proposal and take the discussion out of the personal realm.

👉 Familiarize yourself in advance with the guidelines for municipal grants and other documents that outline the municipality’s grant policy.

5. Do you know your BATNA?

Your BATNA (Best Alternative to a Negotiated Agreement) is your best alternative if you can’t reach an agreement. Knowing your BATNA gives you peace of mind and confidence, because you know what your Plan B is. The stronger your BATNA, the stronger your negotiating position.

👉 You want 50,000 euros, but you’ve already calculated that it’s possible to do it for 40,000 euros with a few adjustments. If the budget is less than 40,000 euros, you can no longer guarantee the quality of your performance

Practicing Connective Negotiation

You learn to negotiate mainly through deliberate practice—not just in large meetings or formal discussions, but especially in everyday situations. Even as an individual, you can develop skills that help you negotiate with greater composure, clarity, and connection.

Here are three ways to do that: