There are times when negotiators confront a situation where the other party is using a different negotiating model, and this needs to be managed. This chapter examined what negotiators can do when they are in an integrative mode, and the other party is being competitive or "difficult." We began the chapter with a discussion of managing the social contract and shadow negotiation, two important and related concepts that negotiators need to manage proactively. They are concerned with managing the how of the negotiation, rather than the what. We then turned to a discussion of how to respond when the other side persists in using hard distributive tactics and how to respond when the other side has more power. The chapter concluded with a discussion of tactics to use with generally difficult negotiators, responding to ultimatums, and how to manage difficult conversations.

There are two important themes that ran through this chapter. First, preparation for dealing with negotiation mismatches is critical. This preparation not only involves a thorough understanding of the situational dynamics, but it also requires a deep, critical self-analysis of one's likely response to stressful negotiation situations. In addition, we recommend that you carefully consider how the other party is behaving and how you are responding to their behavior. The second theme running through the chapter is the importance of actively processing information about the negotiation as it unfolds. It is not enough to concentrate on the content of the discussions. When dealing with a difficult other party, negotiators need to be even more vigilant about the process of the negotiation, managing the shadow negotiation and social contract proactively and being careful with the tone of the discussion.

The tools that we discussed in this chapter take considerable practice to master. Their application is as much an art as a science, and even the best negotiators will be pushed to their limits when dealing with difficult other parties. That said, they can provide rewards if they are applied judiciously and with sensitivity to the needs and limitations of the situations and of the negotiators involved.