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How do young negotiators approach their negotiations? Between a social pressure that urges collaboration, the expectations and culture of their company, and their fears regarding confrontation and the necessary results, where can they find their personal style? This article looks critically at several points supporting such a paradox: sometimes contradictory factors of influence, heterogeneous attitudes, a questionable ability to adapt and adopt a more efficient style.An empirical study conducted with over 180 young negotiators shows that the development of a particular negotiation style is difficult. The existence of a “soft” plurality of styles suggests the benefit to be derived from more managerial support to expand the range of capabilities of young negotiators.