1Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
When is best to be more
open and pursue more
openness from people
you are negotiating with?
When is best to offer little
information in fear of
weakening your position and
when to expect the other
person to do the same?

2
Cooperative
(Open)
Competitive
(Closed)
Being overly competitive can lead to bad behavior, but that does not mean
that competition is totally bad in general. In many cases, it can be highly
motivating for all parties. Professional sports show the value of
competition very clearly. Cooperation and competition must be balanced.
Competition, profit, deception and being closed can get a bad name.
But, in some cases, that is the best action strategy.
Image of being badImage of being good

3
Why get involved in major collaboration and
cooperation activities if it is not needed?
Cooperative
(Open)
Competitive
(Closed)
Collaboration and cooperation require effort and hard work, particularly internationally.
Maximum energy &
effort to reach a
successful solution
Minimum energy &
effort to reach a
successful solution

4
Cooperation
Continuing
relationship
Competition
One-issue
interaction
Cooperation
Complicated
problems
Competition
Simple
problems
Cooperation
Lengthy
completion
process with
milestones
Competition
Project quickly
completed
Cooperation
Final solution
not clear
Competition
Final solution
understood
Human relations
importance
Problem simplicity
Knowledge of solution Project Processing
& duration

5
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)**
Maximum
competitive strategy
(80% of strategy)*
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
Cooperative
(Open)
Competitive
(Closed)
Both parties are trying to get something greatly
needed, but it is in short supply. Therefore,
they tend to push for all they can get.
Both parties tend to try to equally
share available resources. They are
not threatened if they do not get it.
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)
* A major strategy to reach a successful outcome
** Of lesser importance, but still has some influence over the outcome

6
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Cooperative
(Open)
Competitive
(Closed)
Both parties are trying to get as
much as possible, as they assume
there will be no future projects
with each other.
Both parties are trying to equally
gain from this initial project,
because it will affect the
success of future projects.
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)

7
Cooperative
(Open)
Competitive
(Closed)
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)
Both parties agree this project
is not important. Without great
discussion they would like to
complete it quickly.
Both parties agree this
project is very important
and must cooperate greatly
to make it successful.

8
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Cooperative
(Open)
Competitive
(Closed)
Both parties are experts on the
project. They both have a very
good idea how it should evolve.
Both parties will have to get
additional information, skills and
expertise to be successful.
They need each other’s help.
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)

9
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Cooperative
(Open)
Competitive
(Closed)
Both parties agree the
project can be
achieved very quickly.
Both parties know the project
will be completed after many
tasks. Time will be required.
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)

10
Cooperative
(Open)
Competitive
(Closed)
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)
One party has a great deal of
power over the other. His needs
are less, regarding the outcome.
He is in a position to be very
forceful if he wants. Both parties have equal influence
over the other. Together they
both can be successful. Without
an agreement, they both will
suffer similarly.
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015

11
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)
Cooperative
(Open)
Competitive
(Closed)
Make sure the
organization
stays
profitable
Protect own
expertise.
Find trusted
partners to
share
information
Find partners
with needed
expertise
Small, somewhat successful
businesses can survive by
purely competitive effort.
But, if a small company wants to
grow in size, particularly to the IPO
level, cooperative skills will be
required to grow. A more balance
approach will be necessary.
50%
cooperative strategy
50%
competitive strategy

12
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)

13Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
Cooperative
(Open)
Competitive
(Closed)
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)

14
Cooperative
(Open)
Competitive
(Closed)
Maximum
cooperative strategy
(80% of strategy)
Minimum
competitive strategy
(20% of strategy)

15
Cooperative
(Open)
Competitive
(Closed)
Minimum
cooperative strategy
(20% of strategy)
Maximum
competitive strategy
(80% of strategy)

16
Competitive
(Closed)
Cooperative
(Open)
Seeks second opinion
from neutral party
Observes deception and
challenges it
Asks probing
confirmation questions
Closed but promotes
openness
Offers few suggestions
Offers vague responses
Ignores probing
questions
Avoids disclosing
situation
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
Maximum
cooperative strategy
(50% of strategy)
Minimum
competitive strategy
(50% of strategy)
When a project needs a great deal of cooperation to be successful, but one of
the parties is not willing to be open and cooperative, the same style should be
mimicked. Then, slowly together try to move toward open cooperation.
The other party
starts out closed
and deceptive.
Then, he slowly
opens up in steps
and observes
response.
One party closed
and deceptive.

Maximum
competitive strategy
(80% of strategy)
17
Cooperative
(Open)
Competitive
(Closed)
When deception is extremely high, the below is important:
1. The projects initially should be small and low of risk.
2. The projects should be short-term in nature.
3. There should be a confirmation and verification system in place throughout the project.
4. Written confirmation and non-binding, binding, verifiable contracts could be important.
Minimum
cooperative strategy
(20% of strategy)

Cooperative
(Open)
Competitive
(Closed)
Maximum
competitive strategy
(80% of strategy)
18
When the project is very important but
the parties have a toxic relationship….
Determine if the parties can speak openly
with each other at all.
Minimum
cooperative strategy
(20% of strategy)
If direct contact is not productive,
an arbitrator should be considered.

19
Hierarchy
strengths
Hierarchy
weaknesses
Reduces open
information
sharing
Reduces front-
line feedback
Reduces diverse
thought
Generates order
and roles
Improves
coordination of
activities
Leaders know
tasks/how to
orchestrate
completion.
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
Balanced organizational
structure, roles and
responsibilities
Balanced front-line openness, group
discussion and the ability to make
quick decisions when needed
When great cooperation, interaction, openness and creativity are required,
organizational information flow and interaction must be carefully planned. There must
be a balance between activity coordination and open discussion and participation.

20
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
The hierarchy should be more
loosely followed when more
cooperation, interaction, creativity
and joint studies are required.
Loose
Hierarchy
Strong
Hierarchy
Loose
Hierarchy
Strong
Hierarchy
Maximum
cooperative strategy
(80% of strategy)
Minimum
directive strategy
(20% of strategy)
Minimum
cooperative strategy
(20% of strategy)
Maximum
directive strategy
(80% of strategy)
A strong directive style hierarchy
is ideal when members have
individual and independent tasks.

21
Cooperative
•When resources are abundant
•When relationships are important
•When members are voluntarily open, creative
and share information
•When members are willing to jointly problem-
solve complicated issues
•When continuing transactions/long-term
relationships are important
•Leader ideally facilitate discussion, as
opposed to 1-way directives
•Group dynamics & care for other’s important
•Belief in other’s competence important
Competitive
•When resources are scarce
•When relations are of little importance
•Resistant to giving information
•Deceptive suggestions common
•Common for simple tasks
•Common for single transactions/short-term
relationships
•Leaders push their positions
•Combative wording common
•Human relations and care of others’ interests not
extremely important
•Common where great effort is not required.
Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015

22Source: FRIEND & FOE, Adam Galinsky, Maurice Schweitzer, Penguin Random House UK, 2015
Being open
and very
cooperative
Being
competitive and
very shrewd
I hope this little presentation gives
you a feeling for the ideal balanced
strategy in any situation.