Like most negotiators, librarians often have the best interests of their institution and constituents in mind when haggling with vendors. Although noble, this mindset frequently leads to acrimony, distrust between parties and an unsatisfactory contract or weak relationship. This paper aims to provide exemplars of non‐intuitive negotiating strategies that may strengthen bargaining power and relieve adversarial interactions.
The paper elaborates on a six‐month contract negotiation with a courier service meant to reduce library‐shipping costs. Three basic strategies were used, and they are presented as exceptional methods for enhancing the bargaining environment.
Mitigating expenditures wherever possible, but especially within a weakened economy, is often a priority for libraries. By using elementary and good faith bargaining methods when negotiating with vendors, librarians may not only meet their goals but surpass them.
The paper provides readers with three basic negotiating strategies within the framework of an actual contract negotiation. These strategies are discussed as best practices applicable to any contractual bargaining environment.
