Deborah Kolb is an academic who has chosen a precise area of study and contributed to our insights. She has examined the intersection of leadership, negotiation, and gender, to better understand how women can negotiate for the conditions that will allow them to lead successfully.
I don’t often editorialise, but at a time when a rise in women in national and global leadership roles attracts much comment, it does seem as though any work that will allow men and women an equal footing in leadership must be a good thing. Fifty per cent of the talent pool for leadership roles is systemically under-represented. When women hold leadership roles it is still seen by many as worthy of remark. Deborah Kolb’s work may help women to compete more fairly to secure the leadership roles they deserve.
Very Short Biography
Deborah Kolb was awarded a BA in History and Economics at Vasser College in 1965, and went on to start a PhD in Organisational Studies and Labour Relations at the MIT Sloan School of Management. While studying for her doctoral thesis (which she defended successfully in 1981) she took an academic appointment at Simmons College, becoming Deloitte Ellen Gabriel Professor for Women and Leadership in 2006. Since 2010, she has held the chair with Emerita status.
Kolb’s work on negotiation and gender came to prominence with her 2000 book ‘Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success‘, which she co-wrote with Judith Williams. This was widely praised and one of Harvard Business Review’s top ten business books of 2000. Her 2015 book, ‘Negotiating at Work: Turn Small Wins into Big Gains‘ was also well received and rated as one of the best books on negotiation of that year.
From 1991 to 1994, Kolb also served as Executive Director of Harvard Law School’s Project on Negotiation (Founded by William Ury and Roger Fisher), where she remains on the faculty, with Ury and Amy Cuddy.
When we negotiate, whether it is a formal contractual negotiation, a career stage, or just for a role in our organisation, Kolb describes a second negotiation running in parallel: a Shadow Negotiation.
Alongside the formal discussion, each negotiator will also be trying to put their own interests and needs to the fore. They will be promoting their opinions, and trying to win the co-operation of the other person. This shadow negotiation often determines the outcome of the primary bargaining process, yet women often fare poorly here, no matter how well prepared they are for the structured negotiating process.
Kolb suggests that traditionally women have not fared well because they often miss the moments in a negotiation, where the surface position is actually negotiable. They ‘take no for an answer’ rather than as a new bargaining position. Women’s more natural collaborative approach can also harm their shadow negotiation. In trying to be responsive to the other side’s position, they can be interpreted as accommodating it, and making concessions, which is seen as weak.
The result is women’s outcomes from negotiations are poorer in terms of cash, perks, prestigious assignments, or roles in decision-making, than those of their male colleagues.
So Kolb would argue that women need to spot these looming acts of self-sabotaging the shadow negotiation, by being aware of how other people’s approaches can trigger them. The research that Kolb and Williams present, in their book, suggests three strategic levers to guide the shadow negotiation. These seem equally valuable to men and women.
- Power Moves
- Process Moves
- Appreciative Moves
If all of this sounds a little like the exercise of political acumen, read on. It is!
These are the strategies that get you to the formal negotiating table. The moves are:
- to offer incentives that show the other party the value of negotiating
- to enlist a coalition of allies who will support you
- create pressure by showing the risks of the status quo
These strategies ensure that the bargaining process works effectively for the negotiator, by setting the right ground rules. You can do this by getting your idea into the discussion early, before any conflict can cause your counter-party to be deaf to it. Ideally, anchor the negotiation around your point of view before it starts. You could also reframe the negotiation process as being about something the other person deeply values. Finally, you can use behind-the-scenes lobbying to build consensus in parallel with the formal negotiation.
These are trust-building strategies that can unlock deadlock. They move the surface and shadow negotiations away from adversarial, by appreciating the other person’s concerns and values. The authors suggest:
- Helping others to save face
- Keeping the dialogue going, through deadlock. Stop trying to get agreement and focus on communicating concerns and aspirations
- Look for the points of view that may break the deadlock, by setting a new direction for discussions
Can we become better negotiators?
Without a doubt, yes. This is the mission of the Harvard Project on Negotiation. Deborah Kolb, as a significant contributor to that, has a lot to teach us.
- Breakthrough Bargaining, Deborah M. Kolb & Judith Williams, Harvard Business Review February 2001
- The Negotiator’s Pocketbook, by Patrick Forsyth