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Analysis Prioritisation COmmunication - Day Ten
- 2. information means text & data communication means saying & meaning enabling means acting upon the saying empowering means enabling the meaning transforming means changing for good
- 3. Communication lies behind everything that takes place in an organization and becomes intermingled with all other functions and processes to a level such that, separating it from the art of management is impossible. Communication is the most time- consuming process that a manager engages in, thus improving management strongly depends on improved communication standards.
- 4. Kinesics – non-verbal modality through gestures Oculesics – use of eyes to communicate Proxemics – use of space to communicate relationships Para language – the tonal effect in sounds Chronemics – use of time to express interest Artifactics – communication through attire or artifacts Touch/Haptics – the language of touch Non-verbal communication
- 6. An interest is a motivator, an underlying need, desire, or concern, e.g., I want to feel financially secure or I need more money with the arrival of a second child. A goal is a desired outcome or result, e.g., I want to make 60 lakhs this year. A position is a stated result or proposal, usually in a negotiation or conflict, e.g., I deserve a 10% salary increase. A strategy is the method or path for achieving a goal, e.g., I will first try to negotiate an increase in my salary, then, if this does not achieve my goal, I will search for a second job on weekends. Tactics and actions are specific steps to be taken, hopefully following a strategy, e.g., contact the placement office in my professional society to identify possible weekend positions. Terminology
- 7. You get what you negotiate You don’t get what you deserve What is at stake? ‘The two words 'information' and 'communication' are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.’ Sydney J. Harris
- 11. • Role ambiguities • Resource scarcities • Task interdependencies • Competing objectives • Structural differentiation • Unresolved prior conflicts Causes of conflict
- 12. Strategy Best Used When Avoidance Conflict is trivial, when emotions are running high and time is needed to cool them down, or when the potential disruption from an assertive action outweighs the benefits of resolution Accommodation The issue under dispute isn’t that important to you or when you want to build up credits for later issues Forcing You need a quick resolution on important issues that require unpopular actions to be taken and when commitment by others to your solution is not critical Compromise Conflicting parties are about equal in power, when it is desirable to achieve a temporary solution to a complex issue, or when time pressures demand an expedient solution Collaboration Time pressures are minimal, when all parties seriously want a win-win solution, and when the issue is too important to be compromised
- 13. Negotiation The spirit of negotiation begins with A__ M___ Q________ ‘Negotiation in the classic diplomatic sense assumes parties more anxious to agree than to disagree.’
- 14. Negotiation The spirit of negotiation begins with Ask More Questions
- 15. Negotiation The two spirits of negotiation begins with; 1) Focus on Interests. Not positions 2) Improve the Communication (information & temperature)
- 16. Positions Interests Where do you want to reach? Why you want to reach the position? B Collaborates B Competes A Collaborates A Competes Results in a good outcome B wins position A loses interest A wins position B loses interest Both lose interest
- 17. Positions Interests How do you want to reach? Why do you want to reach the position? The need for BATNA Best Alternative To a Negotiated Agreement Is the future of the relationship important? Is the outcome important? YES NO YES NO Collaboration Accommodation Competition Avoidance
- 18. Positions Interests How do you want to reach? Why do you want to reach the position? • Aim high to begin with – easier to lose ground than gain • Give concessions ‘reluctantly’ • Break down complex deals • Aim for ‘Yes’ through ‘No’ • Always get agreements in writing • Seek clarification to define your interest • Don’t leave gains on the table • Be Assertive and maintain emotional control
- 19. Language: Make proposals with open questions such as: “What would happen if we…?” “Suppose we were to…” “What would be the result of?” Dealing with rigids: “What would need to happen for you to be willing to negotiate over this?” Negotiation
- 20. "I think it's important to reason from first principles rather than by analogy," Musk said in an interview with Kevin Rose. "The normal way we conduct our lives is we reason by analogy," he said. "[With analogy] we are doing this because it's like something else that was done, or it is like what other people are doing.[With first principles] you boil things down to the most fundamental truths … and then reason up from there." SpaceX could build a rocket for about 2% of the typical price. Battery technologies from $600 / kilowatt-hour to $80 / kilowatt-hour. Musk: Well, I do think there’s a good framework for thinking. It is physics. You know, the sort of first principles reasoning. Generally I think there are — what I mean by that is, boil things down to their fundamental truths and reason up from there, as opposed to reasoning by analogy. Through most of our life, we get through life by reasoning by analogy, which essentially means copying what other people do with slight variations. Aristotle’s “first principles” or “origins” Decartes uses method of doubt, now called Cartesian doubt, to systematically doubt everything he could possibly doubt, until he was left with what he saw as purely indubitable truths Negotiate your limitations – First Principles https://www.youtube.com/watch?v=NV3sBlRgzTI
- 21. Negotiate your limitations – First Principles The Universality Approach
- 22. Negotiate your limitations – First Principles Students Who owns their minds? Influencers? How to make Influencers recommend Jetking? How can I make influencers collaborate with Jetking? How can I win the trust of influencers?
- 23. 7 Powers of Influence Discipline Ambition Trust Collaboration Discipline of POWER Punish
- 29. AmbitionDiscipline Punish Position Charisma Reward Information Relation Expertise SELF/AMBITION ORIENTATION Discipline others first gather on ambitions seek/gain to fulfill builds ladders should communicate indiscipline within first in the right direction
- 30. TrustDiscipline TEAM / TRUST ORIENTATION Discipline Punish Position Charisma Reward Information Relation Expertise when teams showcase trust gathering for trust alignment exhibit trust for knowledge building is trust building should be well sprinkled indiscipline within teams in the right direction
- 31. CollaborationDiscipline Discipline Punish Position Charisma Reward Information Relation Expertise when teams collaborate sharing on collaboration should define roles building is key to execution triggers collaboration indisciplined teams in the direction of joint ambitions TASK/COLLAB ORIENTATION
- 32. Why trust is more importantDiscipline Individual benefits are more important than collaborative sharing Collaboration today is more non-human End goals are still not distinctly clear during collaboration Trust aligns values Individuals are keen about consistency Building trust is difficult but lasts longer Collaboration requires hierarchy; trust is fluid Collaboration can also lead to indiscipline or conspiracies Trust aligns to meet ambition irrespective of direction Trust enhances risk-taking capability; collaboration eliminates risk
- 33. Influence of TrustDiscipline Compete Neutral Simple Coordinated Complex Integrated Competing for ambition by gaining higher influence on resources or attention Small groups where none is either impeding or helping each other out Collaboration is limited to communication, expertise or information sharing Collaborators align for executing projects both formally or informally for shorter time durations Collaborators align for executing projects which can be pretty large for a single organisation and require collective impact Collaborations are merged towards one large hairy ambition Nil Trust High Communication Project/Activity Collective Impact Real-time
- 34. Benefits of CollaborationDiscipline Communication POWER of Collaboration
- 35. CollaborationDiscipline Improve Discipline Lower Friction Trust Collaboration Trust Collaboration Lower Resistance