Your sales team is probably negotiating against itself.

The evidence. Across seven experiments with more than 3,000 negotiators, Hart, Bear and Ren (2024) documented what they call "inflated risk perception" — the tendency to overestimate how likely pushing back is to end a deal. The fear was consistently larger than the actual risk.

The shift that follows. In my own MBA study of 58 negotiating pairs tracked over six months (Astray, 2020), engaging directly in a hard negotiation increased integrity trust for all participants — regardless of the quality of the relationship they started with. The conversation itself was what moved trust. Not avoiding it.

At the table. The fear of damaging a relationship is rarely a signal that the relationship is fragile. It is a signal that the relationship has not yet been tested. Candor, delivered honestly, is a trust-building act — even in the hardest conversations, and especially in the long ones.

Hart, Bear & Ren (2024) Astray (2020)

The mechanism. A team that always accommodates is not earning goodwill — it is training the other side to expect accommodation. Trust requires psychological safety on both sides of the table: the belief that either party can raise a concern and receive honest engagement in return. When only one side yields, the relationship is not mutual. It is dependent.

The research. My doctoral work surveyed 80 employed professionals averaging nearly 15 years of negotiation experience, then followed 58 MBA pairs through live negotiations over six months. The pattern held across both: relationships where one side consistently absorbed concerns produced worse outcomes over time — not just worse deals, but lower satisfaction with the relationship itself. Curhan, Elfenbein and Kilduff (2009) found that this subjective satisfaction, not the economic terms of any single deal, predicted whether two parties would collaborate again.

At the table. A string of yeses is not evidence of trust. It may be evidence that your counterpart has learned to ask for more — and a deal that closes while quietly eroding what makes future deals possible.

Astray (2020) Curhan, Elfenbein & Kilduff (2009) Curhan, Elfenbein & Eisenkraft (2010)

The finding. In my MBA simulations, I tracked what distinguished the highest-performing pairs from the rest. It was not flexibility — it was preparation. Target, trades, and walk-away were all defined before they sat down. These negotiators were willing to trade creatively, but they traded from a known position, not an open one.

The science. Curhan and Elfenbein's subjective value work (2006, 2010) shows that negotiators who come in clear about what they need report higher process satisfaction and achieve stronger economic outcomes — and that these patterns hold across rounds. The mechanism is not stubbornness. It is the ability to recognise a creative trade when the other side offers one, which is only possible when you know what you are trading.

At the table. Ambiguity is an invitation. When you arrive without a clear view of what you need, the other side will happily fill that vacuum with what they need. Know what you want. Know what you will trade for it. Know the line below which you walk away. Everything else — style, warmth, creative problem-solving — is built on top of that floor, not in place of it.

Astray (2020) Curhan, Elfenbein & Xu (2006) Curhan, Elfenbein & Eisenkraft (2010)