Use this concept as a question to test the decision, not as a label for a person.
Open →Decision situation
Negotiation
Protect a negotiation from the first number and from pressure to justify a position already taken.
Signals to notice
Reasons to slow down and check.
- The first offer is setting the range.
- The team cannot explain its independent reservation point.
- New evidence is being used only to defend the public position.
Questions before action
Make the missing evidence visible.
- What is our independent estimate before the anchor?
- What evidence changes our reservation point?
- Which alternative package would meet the same underlying interests?
Relevant lenses
Concepts that may help you test the reasoning.
Practical moves
Do something different, not only notice a label.
Create a reference point before seeing a strong external number or recommendation.
Open →Decide in advance what evidence should cause a forecast or decision to change.
Open →Force a preferred explanation to compete with a credible alternative.
Open →Skill to develop
Decision making under uncertainty
You can make a decision without pretending uncertainty has disappeared.
Practice this situation
Choose a useful first move.
A supplier opens at €120 per unit. The buying team immediately discusses whether €105 would be a good deal, although no independent range was prepared.
Skill: Decision making under uncertaintyOpen scenario →A team publicly announced that it would never accept a contract longer than one year. New evidence shows a longer term could reduce total risk, but every analysis is now used to defend the public position.
Skill: Decision making under uncertaintyOpen scenario →