“Saving face” is a popular term in the world of negotiation, but what does it really mean, and how can it play a role in successful conversations?
reputation
What Is “Face”?
In negotiation, “maintaining face” refers to the human desire to preserve a positive image or reputation. This typically allows for more connection and trust-building between two parties. If a person trusts their negotiation partner or counterpart, they may be more willing to adjust their position, which could lead to a more successful outcome.
When a person is attempting to “save face” they are typically seeking to avoid embarrassment or a perception of weakness. This can impact how they conduct themselves - sometimes negatively. Instead of choosing words or messages to enhance their leverage, they are responding out of concern for how the other side may react.
When Is It Necessary To Help Your Counterpart To Save Face?
In negotiations, saving face becomes a necessity when the other side feels as though they are being forced into a compromising situation. Perhaps they feel that they are being asked to accept terms that decrease their value, benefit the other side a bit too much or would make them look bad.
It can also be necessary in high-stakes conversations where a failed negotiation can have catastrophic results or lead to a truly undesirable outcome for both parties.
The Cuban Missile Crisis provides a fascinating case study in saving face. In 1962, after discovering that there were Russian nuclear missiles in Cuba, the Kennedy Administration was forced to develop a strategy that would diffuse the situation with Russia and avoid a potential nuclear war.
Correspondence between the two leaders began. The first letter from Nikita Khrushchev (former Premier of the Soviet Union) contained a list of fairly reasonable demands that the U.S. could meet. However, soon after he sent a follow-up letter that was aggressive and full of unreasonable demands. Kennedy decided to ultimately ignore the second letter, and send a response where the only demands that were on the table were those featured in the first letter.
This solution allowed for the U.S. to dodge a nuclear war by responding to reasonable demands, but it also helped Krushchev save face. To his colleagues, he could maintain the illusion that the tough, aggressive approach worked - something Kennedy knew would be important to Krushchev in the end.
How To Help Them To Save Face
Simply put, if you are attempting to help a counterpart save face you are looking for a way to preserve their public image, while conceding to their demands in favor of your own.
To start, open the conversation on mutually beneficial grounds. For most, tense negotiations are not fun. Because of this, the desire to end the negotiation process can be a good place to start.
An example statement would be, “I know this process has been long and stressful, so I’m glad to hear that you want to avoid further litigation - because that’s our goal as well.” Build on this common ground by identifying opportunities where their concessions can appear reasonable under the circumstances.
If they respond with unreasonable or aggressive demands, refer back to the common goal instead of responding with an equal level of aggression. This could make it easier for them to adjust their position later in the negotiation without feeling as though they “backed down” from a fight. If possible, try to identify the areas in which they may be looking to save face: where can you help them see the solution as beneficial to their reputation?
Adopting an attitude that seems to value a mutually beneficial outcome may help calm opposition and allow them to find ways to walk away while still maintaining the dignity they seek.
The stakes will vary in every negotiation. Nevertheless, almost everybody prefers to maintain a positive and strong reputation - especially in the world of business. It’s important to keep this in mind, and make room to identify how “saving face” may be important to your counterpart. Understanding this can make room for a successful outcome that leaves both parties feeling confident in their decision.
