Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

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  • Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

    1. 1. Negotiating Skills for Resolving Conflict The Political Frame
    2. 2. Beliefs About Politics...
    3. 3. Mindless Adherence To Ideals http://wwwj83com/print/pages/corn-ethanol-fuelphp
    4. 4. Status Quo http://wwwj83com/print/pages/1972-israelphp
    5. 5. Power Held By The Few http://wwwclaybennettcom/pages2/recesshtml
    6. 6. Posturing http://wwwnicholsoncartoonscomau/cartoon_244html
    7. 7. Hypocrisy bristolvademocratsorg/politicalcartoonsaspx
    8. 8. Pressure http://wwwclaybennettcom/pages2/gonzohtml
    9. 9. Competing Interests & Compromised Ethics http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=6#showHeader
    10. 10. Predators! http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=12#showHeader
    11. 11. Coercion http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
    12. 12. The Political Frame <ul><li>Is NOT About: </li></ul><ul><ul><li>Selfishness </li></ul></ul><ul><ul><li>Myopia </li></ul></ul><ul><ul><li>Incompetence </li></ul></ul><ul><ul><li>Individuals </li></ul></ul><ul><li>IS About: </li></ul><ul><ul><li>Interdependence </li></ul></ul><ul><ul><li>Divergent Interests </li></ul></ul><ul><ul><li>Scarcity </li></ul></ul><ul><ul><li>Power Relations </li></ul></ul><ul><ul><li>Group Dynamic </li></ul></ul>http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
    13. 13. Underlying Assumptions <ul><li>Coalitions </li></ul><ul><li>Enduring Differences </li></ul><ul><li>Scarce Resources </li></ul><ul><li>Conflict </li></ul><ul><li>Negotiation is Key </li></ul>http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
    14. 14. Divergent Interests + Limited Resources = CONFLICT!
    15. 15. <ul><li>> 18% of a managers time is spend resolving conflict among employees </li></ul><ul><li>That’s over 9 weeks a year! </li></ul>(“Surviving Office Politics” Talent Scout April 16, 1998, Citing Study by Accountemps)
    16. 16. Conflict = OPPORTUNITY!
    17. 17. Negotiation Resolves Conflict
    18. 18. Use Negotiation When 2 Sides: <ul><li>Share an important goal </li></ul><ul><li>Have some differences </li></ul><ul><li>Are in a position to trade things of value to opponent </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    19. 19. Preparing to Negotiate <ul><li>Define goals </li></ul><ul><li>Define opponent’s goals </li></ul><ul><li>Define the conflict. </li></ul><ul><li>Identify shared goals </li></ul><ul><li>Determine what can be traded </li></ul><ul><li>Anticipate alternatives </li></ul><ul><li>Define your BATNA </li></ul><ul><li>You are not weaker or stronger than your opponents </li></ul><ul><li>Identify shared goals </li></ul><ul><li>Identify what each sides might trade to attain goals </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    20. 20. 12 Skills For Conflict Resolution <ul><li>Win-Win Approach </li></ul><ul><li>Create Response </li></ul><ul><li>Empathy </li></ul><ul><li>Appropriate Assertiveness </li></ul><ul><li>Co-Operative Power </li></ul><ul><li>Managing Emotions </li></ul><ul><li>Willingness to Resolve </li></ul><ul><li>Mapping the Conflict </li></ul><ul><li>Develop Options </li></ul><ul><li>Intro to Negotiation </li></ul><ul><li>Intro To Mediation </li></ul><ul><li>Broaden Perspectives </li></ul>http://www.crnhq.org/windskill1.html
    21. 21. Win – Win Approach <ul><li>“ I want to win, and I want you to win, too” </li></ul><ul><li>Examine underlying needs </li></ul><ul><li>Recognize individual differences </li></ul><ul><li>Be open to adapt opinion </li></ul><ul><li>Attack problem, not person </li></ul><ul><li>&quot;I'll do X for you -- you do Y for me&quot; </li></ul>The Orange Story http://www.crnhq.org/windskill1.html
    22. 22. Conflicts Become Possibilities <ul><li>The Perfection Hat </li></ul><ul><ul><li>sets up winners and losers! </li></ul></ul><ul><li>The Discovery Hat </li></ul><ul><ul><li>Is about Winners and Learners! </li></ul></ul>http://www.crnhq.org/windskill1.html
    23. 23. Using Empathy <ul><li>Ask Questions </li></ul><ul><li>Check Back </li></ul><ul><li>Summarize </li></ul><ul><li>Inquire </li></ul><ul><li>Explore hidden premises </li></ul>http://www.crnhq.org/windskill1.html
    24. 24. Using Empathy & Questions http://www.crnhq.org/windskill1.html Compared with what? &quot;It's too many/ too much / too little/ too few&quot; &quot;Are there any circumstances in which they don't?&quot; &quot;They always&quot; &quot;What happens if you do?&quot; &quot;I can't&quot; You might ask: If they say:
    25. 25. Assertiveness: The “I” Statement <ul><li>An &quot;I&quot; statement says how it is on my side; how I see it. </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    26. 26. Co-operative Power: Responding to Resistance from Others <ul><li>Find options </li></ul><ul><li>Redirect to positive </li></ul><ul><li>Return to legitimate concerns </li></ul>http://www.crnhq.org/windskill1.html
    27. 27. Managing Emotions: 5 Questions to Ask Yourself <ul><li>Why am I feeling so angry/hurt/frightened? </li></ul><ul><li>What do I want to change? </li></ul><ul><li>What do I need in order to let go of this feeling? </li></ul><ul><li>Whose problem is this, really? How much is mine? How much is theirs? </li></ul><ul><li>What is the unspoken message I infer from the situation? (they don't like me, they don't respect me) </li></ul>http://wwwcrnhqorg/windskill1html
    28. 28. Communicating Emotions: 5 Goals <ul><li>Aim to avoid the desire to punish or blame. </li></ul><ul><li>Aim to improve the situation. </li></ul><ul><li>Aim to communicate your feelings appropriately. </li></ul><ul><li>Aim to improve the relationship and increase communication. </li></ul><ul><li>Aim to avoid repeating the same situation. </li></ul><ul><li>If communication is not appropriate, what other action can I take? </li></ul>http://wwwcrnhqorg/windskill1html
    29. 29. Projection <ul><li>Seeing our own thoughts and feelings in the minds and behavior of others and not in ourselves </li></ul><ul><li>To be willing to resolve, we need to acknowledge our projection. : </li></ul><ul><ul><li>Suppressed needs </li></ul></ul><ul><ul><li>Unresolved personal history </li></ul></ul><ul><ul><li>Unacceptable qualities </li></ul></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    30. 30. Map the Conflict <ul><li>Define the Issue </li></ul><ul><ul><li>Ex: Filing. NOT Should Sally do filing? </li></ul></ul><ul><li>For each party, write down: </li></ul><ul><ul><li>Who? </li></ul></ul><ul><ul><li>Needs? </li></ul></ul><ul><ul><li>Concerns </li></ul></ul><ul><li>Be prepared to make changes as resolution is evolving </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    31. 31. Determining Options <ul><li>Clarifying Tools </li></ul><ul><ul><li>Chunking </li></ul></ul><ul><ul><li>Researching </li></ul></ul><ul><ul><li>Goal-setting </li></ul></ul><ul><li>Generating tools </li></ul><ul><ul><li>Obvious solution </li></ul></ul><ul><ul><li>Brainstorming </li></ul></ul><ul><ul><li>Consensus </li></ul></ul><ul><ul><li>Lateral thinking </li></ul></ul><ul><li>Negotiating Tools </li></ul><ul><ul><li>Maintain status quo </li></ul></ul><ul><ul><li>Currencies </li></ul></ul><ul><ul><li>Establish alternatives </li></ul></ul><ul><ul><li>Consequence confrontation </li></ul></ul>
    32. 32. Negotiation Principles <ul><li>Be hard on the problem and soft on the person </li></ul><ul><li>Focus on needs, not positions </li></ul><ul><li>Emphasize common ground </li></ul><ul><li>Be inventive about options </li></ul><ul><li>Make clear agreements </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    33. 33. Third Party Mediators <ul><li>Be objective </li></ul><ul><li>Be supportive </li></ul><ul><li>No judging </li></ul><ul><li>Steer process, not content </li></ul><ul><li>Win/win </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    34. 34. Steps in Mediation <ul><li>Open </li></ul><ul><ul><li>Introduction </li></ul></ul><ul><ul><li>Agenda </li></ul></ul><ul><li>Establish </li></ul><ul><ul><li>Overview </li></ul></ul><ul><ul><li>Details </li></ul></ul><ul><li>Move </li></ul><ul><ul><li>Identify areas of agreement. </li></ul></ul><ul><ul><li>Focus on future action. </li></ul></ul><ul><ul><li>Develop options. </li></ul></ul><ul><ul><li>Build wins for everyone </li></ul></ul><ul><li>Close </li></ul><ul><ul><li>Completion: Contracting. Plans for the future, including appointed time to review agreement. Closing statements. </li></ul></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    35. 35. Broadening Perspectives <ul><li>Respect and value differences </li></ul><ul><li>Recognize a long term timeframe </li></ul><ul><li>Assume a global perspective. </li></ul><ul><li>Deal with resistance to the broader perspective </li></ul><ul><li>Open to the idea of changing and risk-taking </li></ul>http://www.swlearning.com/marketing/gitm/gitm28-5.html
    36. 36. 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
    37. 37. <ul><li>Politics is not always negative thing </li></ul><ul><li>It arises from scarce resources and divergent interests </li></ul><ul><li>It can be viewed as an opportunity </li></ul><ul><li>Learning to be a caring, empathetic and savvy negotiator is critical </li></ul>Conclusion ? http://www.swlearning.com/marketing/gitm/gitm28-5.html

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