Let’s make a deal: Negotiating tips from Aviva Berzon

Published: Monash Corporate Education

Negotiating is something we do in our work and personal lives every day, whether we’re getting a leave application approved, seeking a bigger project budget, or even just squabbling at home over whose turn it is to take the bins out!

If you’re looking to achieve better outcomes from your negotiations, here’s some key tips from Aviva Berzon, the facilitator of our two-day Negotiations and Influence short course coming up on 11-12 August 2025.

Presenting a masterclass for Monash alumni, Aviva shared the following insights to help prepare for negotiations, generate higher-value outcomes and build their confidence to negotiate.

Consider your approach

Aviva outlined three approaches to negotiating*:

• An interests-based approach: where you consider the needs, motivations and concerns of yourself and the other party, and seek out options that meet the interests of both sides.

• A rights-based approach: determining who’s ‘right’ and ‘wrong’ and what’s a fair outcome based on external standards – laws, policies, precedents and common practice.

• A power-based approach: this involves the independent actions each party can take to meet their interests if agreement can’t be reached and they decide to walk away (“Sometimes in the context of a negotiation that can play out as threats,” Aviva explained).

While there is “nothing fundamentally wrong” with any of these approaches, Aviva said, “where we sometimes get into trouble is where we default to an approach because that’s what we are used to doing”.

She explained the benefits of taking an “interests-first” approach to negotiating. This seeks to resolve the dispute on the basis of both parties’ interests for as long as possible, shifts to a rights-based approach when necessary and to determine what’s practicable in the circumstances, and uses a power-based approach only rarely where escalation is required.

“Not only does it generate more value, it also creates stronger relationships and it’s good for your reputation because … rarely do you only engage with people once, especially in the professional world,” Aviva said.

How do you prepare for an “interests-first” negotiation?

First, Aviva said, you need to identify your interests. This is not what you want – a salary increase, for example – but the underlying reasons why you want it.

“Aim for at least three to four [interests] because often we think about the first one or two – the obvious ones, for example, ‘I want financial stability’ – but there are often intangible interests, like recognition, respect and valuing the relationship, that drive us.”

Next, you need to think about what the interests of the other party might be.

“Sometimes you’re doing a bit of guesswork and that’s okay,” Aviva said.

In a salary dispute, for example, she said the interests on the side of the employer could be factors such as budgetary constraints, concerns over transparency or setting a precedent they couldn’t replicate.

“By thinking about … their interests we’re recognising that just as we have things that are important to us, so do they. So you can come into the conversation more empathic, more ready to listen, less combative, less about ‘me versus them’.”

Finally, it’s time to brainstorm as many options as possible that meet the interests of both parties.

“Be as creative as you possibly can be,” Aviva said.

“By having a few options on the table already in your mind, you can go into the conversation and role model what it looks like to generate value.”

Building your confidence before you negotiate

Aviva’s top preparation tip to increase your confidence before going into a negotiation is to first improve your best alternative to a negotiated agreement (known as your BATNA). 

What does this mean? Think of three to four alternatives you could walk away to if no agreement is reached. Which of those is the best in meeting your interests? That’s your BATNA. 

So, how do you improve it?

Aviva used the example of someone willing to move to a different job if their salary request wasn’t agreed to. Improving this alternative could involve speaking with recruiters, getting interviews and then having a concrete job offer on the table if possible, with a known salary.

You then enter the negotiation with increased bargaining power, confidence and clarity, “because you know what’s waiting for you if you don’t say yes”.

Aviva noted that people often thought negotiating power was determined by resources like wealth, political connections, physical strength and military might.

“In fact,” she said, “the relative negotiation power of two parties depends primarily on how attractive to each is the prospect of not reaching agreement.”

“In other words, the party who is more prepared, more comfortable and more confident to walk away is the one that’s going to have more confidence in the negotiation.”

You’ve done your preparation – now how do you conduct the actual negotiation?

Our two-day Negotiations and Influence short course will teach you how. Join us on 11-12 August 2025 in Melbourne’s CBD – register now.

*Source: Getting Disputes Resolved by Ury, Brett & Goldberg (1988)
Original article on LinkedIN