Check Lists For Each Phase <ul><li>Because we have reconfigured the phases, these older slides are not fully aligned with ...
Inadequate preparation -- Phase I <ul><li>Accept positional mandates from constituents </li></ul><ul><li>Focus only on the...
Phase I:  Preparation checklist <ul><li>Identify stakeholders and potential issues </li></ul><ul><li>Assess stakeholder in...
Risky opening -- Phase II <ul><li>Define the problem too narrowly  or  too broadly </li></ul><ul><li>Unyielding position  ...
Phase II:  Opening checklist <ul><li>Clear definition of problem </li></ul><ul><li>Firm on interests, flexible on solution...
Unconstructive exploration -- Phase III <ul><li>Boundaries set by opening positions </li></ul><ul><li>Communication only c...
Phase III:  Exploration checklist <ul><li>Review boundaries on scope of exploration (constituent expectations, time constr...
Unconstructive exploration -- Phase III <ul><li>Boundaries set by opening positions </li></ul><ul><li>Communication only c...
Phase III:  Exploration checklist <ul><li>Review boundaries on scope of exploration (constituent expectations, time constr...
Ineffective focusing -- Phase IV <ul><li>Wait for others to take the first step </li></ul><ul><li>Jump to a single solutio...
Phase IV:  Focusing checklist <ul><li>Determine that exploring is as complete as possible </li></ul><ul><li>Indicate that ...
Unstable agreements -- Phase V <ul><li>Superficial consensus </li></ul><ul><li>Only take into account the “people in the r...
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Check list for each phase

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Check list for each phase

  1. 1. Check Lists For Each Phase <ul><li>Because we have reconfigured the phases, these older slides are not fully aligned with the phases in the current slide set. However, each activity--preparing, opening, exploring, focusing and agreeing--is encompassed in the new configuration. </li></ul>Check Lists
  2. 2. Inadequate preparation -- Phase I <ul><li>Accept positional mandates from constituents </li></ul><ul><li>Focus only on the members of the two bargaining teams </li></ul><ul><li>Overestimate your power/underestimate others’ </li></ul><ul><li>Being either too trusting or too cautious with advanced sharing of data </li></ul>Phase I: Overview
  3. 3. Phase I: Preparation checklist <ul><li>Identify stakeholders and potential issues </li></ul><ul><li>Assess stakeholder interests on each issue </li></ul><ul><li>Identify potential mutual gains options </li></ul><ul><li>Clarify constituent mandates on each issue </li></ul><ul><ul><li>Be direct on tough issues </li></ul></ul><ul><ul><li>Reframe positional mandates into interests </li></ul></ul><ul><li>Analyze power realities on each issue </li></ul><ul><li>Establish target, fall-back and BATNAs for each issue and anticipate same for other side </li></ul><ul><li>Explore opportunities for joint data collection </li></ul>Phase I: Overview Ask “What are the core interests -- ours and others?”
  4. 4. Risky opening -- Phase II <ul><li>Define the problem too narrowly or too broadly </li></ul><ul><li>Unyielding position </li></ul><ul><li>No clear indication of priorities </li></ul><ul><li>Minimize/ignore other’s stated positions/interests </li></ul><ul><li>Overt threats or no indication of alternatives </li></ul>Phase II: Overview
  5. 5. Phase II: Opening checklist <ul><li>Clear definition of problem </li></ul><ul><li>Firm on interests, flexible on solutions </li></ul><ul><li>Acknowledge other’s interests </li></ul><ul><li>Recognize power realities </li></ul><ul><li>Construct agreements on ground rules, bargaining plan, and joint data collection </li></ul>Phase II: Overview Be able to answer the question, “Why?”
  6. 6. Unconstructive exploration -- Phase III <ul><li>Boundaries set by opening positions </li></ul><ul><li>Communication only channeled through spokespeople </li></ul><ul><li>Incomplete notes/language not written out </li></ul><ul><li>Unilaterally or prematurely rejecting options </li></ul><ul><li>Not communicating constraints on exploration </li></ul>Phase III: Overview
  7. 7. Phase III: Exploration checklist <ul><li>Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) </li></ul><ul><li>Consider separate brainstorming prior to joint brainstorming </li></ul><ul><li>Encourage “out of the box” thinking </li></ul><ul><li>Generate many options </li></ul><ul><li>Build on mutual gains possibilities </li></ul><ul><li>Keep separate “parking lots” for questions about feasibility and criteria to measure success </li></ul>Phase III: Overview Ask “What other options can we identify?”
  8. 8. Unconstructive exploration -- Phase III <ul><li>Boundaries set by opening positions </li></ul><ul><li>Communication only channeled through spokespeople </li></ul><ul><li>Incomplete notes/language not written out </li></ul><ul><li>Unilaterally or prematurely rejecting options </li></ul><ul><li>Not communicating constraints on exploration </li></ul>Phase III: Overview
  9. 9. Phase III: Exploration checklist <ul><li>Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) </li></ul><ul><li>Consider separate brainstorming prior to joint brainstorming </li></ul><ul><li>Encourage “out of the box” thinking </li></ul><ul><li>Generate many options </li></ul><ul><li>Build on mutual gains possibilities </li></ul><ul><li>Keep separate “parking lots” for questions about feasibility and criteria to measure success </li></ul>Phase III: Overview Ask “What other options can we identify?”
  10. 10. Ineffective focusing -- Phase IV <ul><li>Wait for others to take the first step </li></ul><ul><li>Jump to a single solution -- cutting a deal </li></ul><ul><li>Push without reasons </li></ul><ul><li>Impose self-serving criteria </li></ul><ul><li>Ignore points made by others </li></ul><ul><li>Make final demands </li></ul>Phase IV: Overview
  11. 11. Phase IV: Focusing checklist <ul><li>Determine that exploring is as complete as possible </li></ul><ul><li>Indicate that it’s time to focus toward agreement (step “into the void”) </li></ul><ul><li>Agree on fair criteria/standards (if possible) </li></ul><ul><li>Consider “What if?” and “What about?” scenarios </li></ul><ul><li>Offer “supposals” and other potential solutions </li></ul><ul><li>Build on interests, data, and points made by others </li></ul><ul><li>Propose potential linkages </li></ul><ul><li>Establish fair criteria/standards </li></ul><ul><li>Signal consequences of impasse -- BATNA </li></ul>Phase IV: Overview Ask “Can we at least agree that . . . ?”
  12. 12. Unstable agreements -- Phase V <ul><li>Superficial consensus </li></ul><ul><li>Only take into account the “people in the room” </li></ul><ul><li>Agreement easily undone by unexpected or inconsistent actions </li></ul>Phase V: Overview
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