First, let's look at negotiation. I am sure many if not most of us are aware of the study done by Professor Gerald Williams on styles of negotiation. He found two styles of negotiation were predominately used by the lawyers he studied, cooperative and competitive, and he looked at the effectiveness of each style. Professor Andrea Kupfer Schneider believed that the Williams study conducted in 1976 needed to be updated for reasons she details in "Shattering Negotiation Myths: Empirical Evidence on the Effectiveness of Negotiation Style" (Harvard Negotiation Law Review). [Download the article here.]
She conducted her updated study in 1999. Read the article I have linked to above for the details; how and why she updated the survey is very, very interesting. Below I am pulling quotes from another article she wrote in which she described the study, "Cooperating or Caving In" (Marquette Law Review) [pdf], because the format of "Shattering Negotiation Myths" does not allow copying of the text.
The survey asked lawyers to assess in several ways opposing counsel with whom they had negotiated, including by applying descriptive adjectives and rating effectiveness. Schneider divided her results into four styles: true problem-solving, cautious problem-solving, ethical adversarial, and unethical adversarial. From "Cooperating or Caving In":
The four-cluster analysis is interesting because there are striking differences even when comparing similar groups. For example, the cautious problem-solvers were engaged in completely positive behavior. All of the adjectives describing them are favorable, and they have good behavioral characteristics such as ethical, experienced, rational, confident, agreeable, and dignified. Yet, the effectiveness rating of the cautious problem-solvers versus the true problem-solvers was dramatic—23.5% versus 71.8%. What was the difference? Those lawyers in the cautious group were cautious—cautious about truly engaging in problem-solving behavior. The true problem-solvers had far more skills in their repertoire and were effective in a triangle of skills—assertiveness, empathy, and flexibility.
The lawyers with these two approaches share ethical behavior and a pleasant personality, but the true problem-solver goes further in these three skills. The true problem-solver is better at asserting the case (rated highly in preparation, astuteness about the law, and being realistic) and better at talking about the case as well (rated highly in being poised, forthright, communicative, reasonable, and sincere). The true problem-solver is better at understanding that negotiation can