Negotiation Tactics, Business Negotiation, Negotiating in Life May 28, 2025
How to Break an Impasse in NegotiationsAs this is being written, the United States debt ceiling negotiations are still at an impasse. Impasses like these are common in complex negotiations—and they’re not necessarily the end of the road. In fact, many successful deals happen after both parties have momentarily hit a wall. Understanding what causes these breakdowns and how to overcome them is essential to any negotiator’s skillset.
Dr. Chester Karrass devotes a chapter in his book In Business As In Life—You Don’t Get What You Deserve, You Get What You Negotiate to “The Art of Breaking a Deadlock”.
The “trick” to breaking an impasse is knowing how to reopen talks gracefully, without loss of face or bargaining power.
Effective negotiation techniques appeal to the self-interest of both parties, and allow them to find a way to continue a discussion involving new ideas and solutions.
In this post, we’ll define what an impasse is, explain why it happens, and walk through proven techniques for getting past a deadlock and back into productive discussion.
By definition, an impasse is a situation where progress is no longer possible—at least temporarily—because the parties involved are unwilling or unable to move from their current positions. In negotiation, reaching an impasse can feel like hitting a brick wall. Offers are rejected, alternatives seem exhausted, and emotions begin to rise.
To define impasse in this context is to acknowledge it as a pause, not a permanent failure. It represents a breakdown in movement, but not an end to the process. What does impasse mean in negotiations? It means you’ve arrived at a moment where creative thinking, patience, and strategy become even more important. Rather than forcing agreement, successful negotiators know how to reframe, revisit, and reengage.
Not all impasses are alike. Some are rooted in values—when both sides have fundamentally different beliefs or goals. These value-based impasses are often the hardest to resolve because they involve identity, ethics, or long-standing principles.
Other impasses are driven by information gaps. These information-based impasses occur when parties are operating with different data, assumptions, or misunderstandings. Clarifying the facts or changing how information is shared can often reopen discussion.
Then there are power-based impasses, where one party feels pressured or disadvantaged. These standoffs may be less about content and more about control. In each case, recognizing the type of impasse can help you determine which strategy is most effective in breaking through.
Sometimes, a negotiator formally declares an impasse to signal that they’ve hit their limit. Other times, it’s less explicit—a sudden silence, canceled meetings, or hardened positions. Either way, reaching an impasse triggers a shift in tone. Tension increases, optimism fades, and momentum stalls.
In professional negotiations, unresolved impasses can lead to real consequences: missed deadlines, strained relationships, or deals that collapse altogether. That’s why it’s important to understand what happens when an impasse is declared—and what to do next.
Consider a labor negotiation where management refuses to raise wages and the union won’t back down on demands. Or a business merger where two executives can’t agree on who will lead the new entity. In each case, a negotiation impasse halts progress.
Sometimes, creative techniques are used to break the deadlock—such as involving a mediator or restructuring the deal. Other times, deals fall apart. What matters most is how negotiators respond to the moment of standoff: do they escalate, or do they reframe the situation and reengage?
As mentioned before, Dr. Chester Karrass devotes an entire chapter of his book In Business As In Life—You Don’t Get What You Deserve, You Get What You Negotiate to “The Art of Breaking a Deadlock.” Below are five proven tactics inspired by his work:
One way to break an impasse when the differences are very large is to do it bit by bit. Generally, parties find it easier to agree on one thing rather than a large number of issues.
Make small agreements on less controversial issues to rebuild momentum. Success on minor points makes it easier to tackle bigger challenges.
In the bookkeeping technique, a “bookkeeper” writes down a complete “score” of both settled and unsettled issues, starting with what issues have been agreed to, followed by what issues are still open, and lastly what issues are in disagreement. This allows the parties to focus their attention on what already has been accomplished, which ultimately reduces the tension.
Shifting talks to other issues is a good way to keep the momentum of a negotiation going. The more points the parties agree on, the greater the chances of a settlement. This builds trust and can often reveal new options for addressing the harder problems later.
Bringing a third party to the negotiation table is a good way for both sides to discover a face-saving way to resolve differences. A neutral third party can reframe the discussion, ask tough questions, and propose compromises that allow both sides to save face. A good mediator is often the key to unlocking stalled dialogue.
Sometimes breakdowns in negotiations occur due to personality clashes—the negotiators just don’t like each other. By changing the negotiator and/or the team, a new perspective can be brought to the table and the talk can thus change direction.
Many impasses arise from poor preparation, rigid thinking, or emotional escalation. When negotiators enter the room without a clear understanding of their goals or the other party’s interests, miscommunication is inevitable. Likewise, insisting on positions rather than exploring interests often leads to a standoff.
Prevention starts with curiosity and flexibility. Good negotiators listen carefully, ask questions, and test assumptions early. They also prepare alternatives (BATNAs), so they’re never negotiating out of desperation. These habits don’t just reduce the likelihood of impasse—they make deals stronger.
The worst thing to do when you’ve reached an impasse is panic or escalate. Issuing ultimatums, placing blame, or walking away too quickly can permanently damage relationships. So can ignoring the problem and hoping it resolves itself.
Instead, acknowledge the pause. Take a break if needed. Revisit the conversation with new framing, new language, or even a new person at the table. The point is not to force a solution but to reopen the door to one.
An impasse in negotiations occurs when both parties are unable or unwilling to make further concessions, resulting in a breakdown of progress. It can happen at any stage of the negotiation and is often marked by tension, stalled conversations, and hardened positions. Rather than being a failure, an impasse signals the need for a new approach—such as reframing the problem, exploring interests, or involving a mediator. Recognizing an impasse early allows you to redirect the conversation before the deal collapses.
Reaching an impasse means that the current negotiation path has hit a wall. Offers and counteroffers have failed, and neither side is willing to move forward under existing terms. At this point, continuing to push may do more harm than good. The best response is to pause, reassess your strategy, and find a new way to reengage the other party. A well-handled impasse can lead to breakthroughs—especially if both sides are willing to invest in a better outcome.
When an impasse is declared, it signals that one or both sides believe further negotiation is currently unproductive. This can lead to a temporary halt in talks, increased frustration, or even public fallout if the negotiation is high profile. However, declaring an impasse doesn’t mean the negotiation is over. It can be a strategic pause that creates space for reflection, backchannel communication, or restructuring the discussion. A smart negotiator uses this time to prepare for a more productive second round.
To break an impasse, first acknowledge it without assigning blame. Then shift strategies: explore smaller points of agreement, reframe the problem, or introduce a new voice—such as a mediator or different team member. Dr. Karrass’s methods include tools like the Bookkeeping Technique and Gradual Approach, both of which aim to rebuild momentum and reduce friction. Most importantly, come prepared with alternatives and a flexible mindset. Impasses aren’t permanent—they’re problems waiting for creativity.
Impasses aren’t failures—they’re signals. They tell you that the current path isn’t working and that a different strategy is required. Dr. Karrass teaches that negotiation is a process, not an event. That means there’s always time to rethink, regroup, and reengage.
If you treat impasses not as dead ends but as opportunities for creativity and collaboration, you’ll find your way back to movement—and often, to even better outcomes than you originally imagined.
More than 1.5 million people have trained with KARRASS over the last 55 years. Effective Negotiating® is designed to work for all job titles and job descriptions, for the world’s largest companies and individual businesspeople.
Effective Negotiating® is offered In-Person in a city near you, or Live-Online from our Virtual Studios to your computer. See the complete schedule here.
EFFECTIVE NEGOTIATING® LIVE ONLINE
RELATED ARTICLES
Have questions or need assistance? Reach out to our team