In negotiation, rapport is about creating a foundation of mutual trust, respect, and understanding so that information flows more freely, misinterpretations are reduced, and collaborative problem-solving becomes easier. Strong rapport supports effective communication and smoother movement toward agreement.

In Tuckman’s team development model: Forming → Storming → Norming → Performing → Adjourning/Mourning . “Storming” is the first stage listed here and marks initial conflict as roles and norms form.

Framing involves guiding attention toward specific consequences or perspectives. By emphasising the outcome of no agreement, Dominic reframes the discussion around the implications of failure, potentially prompting reconsideration.

The “Hawthorne effect” suggests performance can improve simply because people know they are being studied/observed—attention and interest from management can boost engagement.

Gainshare mechanisms reward suppliers for achieving cost savings, process improvements, or innovation that benefits both parties. By sharing the gains, suppliers are motivated to propose creative solutions.

Separating people from the problem means you treat the relationship and the substantive issues as distinct. Pushback on a proposal is not a personal attack; it’s part of clarifying interests and criteria. Keeping relationship concerns separate helps maintain respect and reduces defensiveness.