Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

Negotiating Skills for Resolving Conflict The Political Frame

Beliefs About Politics...

Mindless Adherence To Ideals http://wwwj83com/print/pages/corn-ethanol-fuelphp

Status Quo http://wwwj83com/print/pages/1972-israelphp

Power Held By The Few http://wwwclaybennettcom/pages2/recesshtml

Posturing http://wwwnicholsoncartoonscomau/cartoon_244html

Hypocrisy bristolvademocratsorg/politicalcartoonsaspx

Pressure http://wwwclaybennettcom/pages2/gonzohtml

Competing Interests & Compromised Ethics http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=6#showHeader

Predators! http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=12#showHeader

Coercion http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader

The Political Frame
Is NOT About:
Selfishness
Myopia
Incompetence
Individuals
IS About:
Interdependence
Divergent Interests
Scarcity
Power Relations
Group Dynamic
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader

Underlying Assumptions
Coalitions
Enduring Differences
Scarce Resources
Conflict
Negotiation is Key
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader

Divergent Interests + Limited Resources = CONFLICT!

> 18% of a managers time is spend resolving conflict among employees
That’s over 9 weeks a year!
(“Surviving Office Politics” Talent Scout April 16, 1998, Citing Study by Accountemps)

Conflict = OPPORTUNITY!

Negotiation Resolves Conflict

Use Negotiation When 2 Sides:
Share an important goal
Have some differences
Are in a position to trade things of value to opponent
http://www.swlearning.com/marketing/gitm/gitm28-5.html

Preparing to Negotiate
Define goals
Define opponent’s goals
Define the conflict.
Identify shared goals
Determine what can be traded
Anticipate alternatives
Define your BATNA
You are not weaker or stronger than your opponents
Identify shared goals
Identify what each sides might trade to attain goals

12 Skills For Conflict Resolution
Win-Win Approach
Create Response
Empathy
Appropriate Assertiveness
Co-Operative Power
Managing Emotions
Willingness to Resolve
Mapping the Conflict
Develop Options
Intro to Negotiation
Intro To Mediation
Broaden Perspectives
http://www.crnhq.org/windskill1.html

Win – Win Approach
“ I want to win, and I want you to win, too”
Examine underlying needs
Recognize individual differences
Be open to adapt opinion
Attack problem, not person
"I'll do X for you -- you do Y for me"
The Orange Story http://www.crnhq.org/windskill1.html

Conflicts Become Possibilities
The Perfection Hat
sets up winners and losers!
The Discovery Hat
Is about Winners and Learners!

Using Empathy
Ask Questions
Check Back
Summarize
Inquire
Explore hidden premises

Using Empathy & Questions http://www.crnhq.org/windskill1.html Compared with what? "It's too many/ too much / too little/ too few" "Are there any circumstances in which they don't?" "They always" "What happens if you do?" "I can't" You might ask: If they say:

Assertiveness: The “I” Statement
An "I" statement says how it is on my side; how I see it.

Co-operative Power: Responding to Resistance from Others
Find options
Redirect to positive
Return to legitimate concerns

Managing Emotions: 5 Questions to Ask Yourself
Why am I feeling so angry/hurt/frightened?
What do I want to change?
What do I need in order to let go of this feeling?
Whose problem is this, really? How much is mine? How much is theirs?
What is the unspoken message I infer from the situation? (they don't like me, they don't respect me)
http://wwwcrnhqorg/windskill1html

Communicating Emotions: 5 Goals
Aim to avoid the desire to punish or blame.
Aim to improve the situation.
Aim to communicate your feelings appropriately.
Aim to improve the relationship and increase communication.
Aim to avoid repeating the same situation.
If communication is not appropriate, what other action can I take?
http://wwwcrnhqorg/windskill1html

Projection
Seeing our own thoughts and feelings in the minds and behavior of others and not in ourselves
To be willing to resolve, we need to acknowledge our projection. :
Suppressed needs
Unresolved personal history
Unacceptable qualities

Map the Conflict
Define the Issue
Ex: Filing. NOT Should Sally do filing?
For each party, write down:
Who?
Needs?
Concerns
Be prepared to make changes as resolution is evolving

Determining Options
Clarifying Tools
Chunking
Researching
Goal-setting
Generating tools
Obvious solution
Brainstorming
Consensus
Lateral thinking
Negotiating Tools
Maintain status quo
Currencies
Establish alternatives
Consequence confrontation

Negotiation Principles
Be hard on the problem and soft on the person
Focus on needs, not positions
Emphasize common ground
Be inventive about options
Make clear agreements

Third Party Mediators
Be objective
Be supportive
No judging
Steer process, not content
Win/win

Steps in Mediation
Open
Introduction
Agenda
Establish
Overview
Details
Move
Identify areas of agreement.
Focus on future action.
Develop options.
Build wins for everyone
Close
Completion: Contracting. Plans for the future, including appointed time to review agreement. Closing statements.

Broadening Perspectives
Respect and value differences
Recognize a long term timeframe
Assume a global perspective.
Deal with resistance to the broader perspective
Open to the idea of changing and risk-taking

About The Conflict Resolution Network… “ Our vision is to create conflict-resolving community in a culture of peace and social justice. Conflict Resolution builds stronger and more cohesive organisations and more rewarding relationships. So we make Conflict Resolution skills, strategies and attitudes more readily and universally accessible. Most CRN material can be freely reproduced provided our copyright notice appears on each page. “ http://www.swlearning.com/marketing/gitm/gitm28-5.html

Politics is not always negative thing
It arises from scarce resources and divergent interests
It can be viewed as an opportunity
Learning to be a caring, empathetic and savvy negotiator is critical
Conclusion ? http://www.swlearning.com/marketing/gitm/gitm28-5.html

Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

by Leslie Pirtle on Dec 16, 2007

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