Is Your Compromise Reasonable?
Negotiating reasonable compromises with stakeholders is a given in the life of a project manager. But what constitutes a reasonable compromise? Here are things to consider when assessing whether a compromise is reasonable.
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Multiple solutions were explored. Don’t allow discussion to stop when an initial solution is identified. The best compromise discussions explore alternatives to ensure that everyone fully understands the solution’s short- and long-term implications. Make sure the team considers as many practical solutions as possible. Note: One exception to this guidance is a project facing time constraints. In this case, it might be better to move forward with the first acceptable solution.
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Everyone can identify benefits. Ideally, the compromise is a “win-win” scenario, where all parties walk away thinking they got what they wanted from the negotiation. That’s not always possible. However, if all parties see that they achieve some benefit from the talks, the compromise may be reasonable, assuming multiple solutions were explored.
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Nobody “owes anything” when the negotiation is complete. Ask everyone whether they are satisfied with the solution and don’t feel anyone needs to give something up in the future. If everyone feels they were treated fairly, it’s likely a reasonable compromise has been reached. If the playing field seems uneven after a compromise, future discussions will be difficult, and in the worst case, long-term relationships can be damaged.
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The solution satisfies the project’s purpose. Compromise solutions aren’t reasonable (or even solutions) if they change the project’s purpose or reduce the business benefits. A compromise solution resulting in a change order might makes sense. But true solutions must support the outcomes the project was launched to achieve.
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All senior stakeholders approve any precedent established by the solution. Compromise solutions could result in a change to project methodology or the risk management approach. These potentially precedent-changing solutions need to be reviewed by a broad set of leaders. This review ensures that the precedent is acceptable for future projects and that it is evaluated against the organization’s strategic and cultural goals.
Try creating a checklist of considerations to determine whether a compromise in a project is reasonable. For each point on the list, describe actions you can take to evaluate those considerations. If you have questions, post them in the comments section.
If you want to start a few steps earlier in this process, the LinkedIn Learning library has lots of courses on negotiation. Check out Chris Croft’s Negotiation Skills or Mike Figliuolo’s Strategic Negotiation.
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