The researchers analyzed audiotapes of each negotiation and found many similarities between the types of humor used. In both negotiations, it was conveyed through tone and attitude, rather than through simple joke telling. The casualness of the humor had an in-group quality. This means that remarks that drew laughs would be meaningless to people who weren’t in that particular organization or industry. Furthermore, many sayings in the conversations wouldn’t seem funny in written language, but provoked giggles because of their tonality and verbal expression.
Humor made the interaction between the negotiators seem effortless and easily broke the ice. Cheeky remarks about the pressures that everyone at the table faced created a common bound. In addition, it also made handling conflictual situations easier, i.e. when someone had said something awkward or accidentally aggressive.
When comparing the internal and external negotiations, one could observe certain differences. Particularly the salespeople hesitated to use humor in front of their client. It was most likely an attempt to seem more businesslike. They also oriented towards the boss, or the highest hierarchical leader in their team, to see the conversional boundaries. They also laughed hardest at his jokes.
The bottom line here is not to come up with scripted jokes or humorous comments in the preparation of a negotiation, but rather to be aware of the fact that humor can be a symptom of relational tension, as well as its potential antidote.
Resource: “Laughing Matters: Humor as a Strategic Ressource in Cross-Cultural Business Negotiations,” by Taina Vuorela . Negotiation Journal, 2005.