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Negotiation in open source teams

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My manager said to me "I can't expect them to listen to me just because I'm right." This half-sarcastic comment is actually quite true. This preso covers a framework for listening to your team.

Published in: Technology, Self Improvement

Negotiation in open source teams

  1. Getting to YES:Negotiation inopen source teams
  2. User Experience Designer . Mozilla
  3. David Eaves@daeaves
  4. tact
  5. tact != fluff
  6. tact != weakness
  7. WARNING:lots of LOLcats ahead
  8. v
  9. BAD relationshipGOOD outcome
  10. GOOD relationshipBAD outcome
  11. BAD relationship BAD outcome
  12. GOOD relationship GOOD outcome
  13. Exercise
  14. ExercisePair Up
  15. ExercisePair UpObjective:  Get as much money for yourself as possible
  16. ExercisePair UpObjective:  Get as much money for yourself as possible
  17. ExercisePair UpObjective:  Get as much money for yourself as possible
  18. ExercisePair UpObjective:  Get as much money for yourself as possible
  19. ExercisePair Up Rules:Objective:  No talking  Get as much money for  You earn $1 Million each yourself as possible time their hand touches the table (or plane of the table)  10 second time limit
  20. Two Models Assumptions
  21. Two Models Pie is fixed This is a battle Assumptions
  22. Two Models Goal Pie is fixed This is a battle Assumptions
  23. Two Models Beat them Goal Pie is fixed This is a battle Assumptions
  24. Two Models Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  25. Two Models Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  26. Two Models Actions Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  27. Two Models Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  28. Two Models Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  29. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie is fixed This is a battle Assumptions
  30. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Beat them Goal Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  31. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Competitive Claim value Strategy Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  32. Two Models Low value outcome Results Be aggressive Push hard Actions Use force Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  33. Two Models Low value outcome Results Be aggressive Hard on problem, Push hard Actions respectful of people Use force Look for joint gains Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  34. Two Models Low value High value outcome Results outcome Be aggressive Hard on problem, Push hard Actions respectful of people Use force Look for joint gains Collaborative Competitive Claim value Strategy Create value, and claim fairly Maximize total Beat them Goal benefits available Pie can be expanded Pie is fixed This is a battle Assumptions This is a puzzle to solve together
  35. Common Measures ofSuccess
  36. Common Measures ofSuccessWinning:
  37. Common Measures ofSuccessWinning:Got better result than other party did
  38. Common Measures ofSuccessWinning:Got better result than other party didMade fewer concessions
  39. Common Measures ofSuccessWinning:Got better result than other party didMade fewer concessionsGot as much as possible
  40. Common Measures ofSuccessWinning:Got better result than other party didMade fewer concessionsGot as much as possibleThey look bad
  41. Common Measures ofSuccessWinning:Got better result than other party didMade fewer concessionsGot as much as possibleThey look badThey hurt more
  42. Common Measures ofSuccess
  43. Common Measures ofSuccessNot Losing:
  44. Common Measures ofSuccessNot Losing:Did not get “taken”
  45. Common Measures ofSuccessNot Losing:Did not get “taken”Did not lose face
  46. Common Measures ofSuccessNot Losing:Did not get “taken”Did not lose faceWill not be criticized
  47. Common Measures ofSuccessNot Losing:Did not get “taken”Did not lose faceWill not be criticizedEqually unhappy with outcome
  48. Common Measures ofSuccessNot Losing:Did not get “taken”Did not lose faceWill not be criticizedEqually unhappy with outcomeNo confrontation
  49. 8-Element Framework
  50. 8-Element FrameworkThe outcome is successful if:
  51. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair
  52. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative
  53. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met
  54. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met Options in the agreement create value for the parties
  55. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met Options in the agreement create value for the parties If relevant, benchmarks are available to demonstrate the fairness of the outcome
  56. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met Options in the agreement create value for the parties If relevant, benchmarks are available to demonstrate the fairness of the outcome The commitment is clear and operational
  57. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met Options in the agreement create value for the parties If relevant, benchmarks are available to demonstrate the fairness of the outcome The commitment is clear and operational Communication among the parties is two-way and clear
  58. 8-Element FrameworkThe outcome is successful if: Parties feel the process is efficient and fair The deal (if any) is better than your best alternative The interests and concerns of the parties are well met Options in the agreement create value for the parties If relevant, benchmarks are available to demonstrate the fairness of the outcome The commitment is clear and operational Communication among the parties is two-way and clear The relationship has been maintained or improvedAdapted from The Harvard Negotiation Project
  59. Effective Communication:4 Skills
  60. Effective Communication:4 Skills Inquiry:  Asking questions to learn information
  61. Effective Communication:4 Skills Inquiry:  Asking questions to learn information Paraphrasing:  Summarizing what you think they said
  62. Effective Communication:4 Skills Inquiry:  Asking questions to learn information Paraphrasing:  Summarizing what you think they said Acknowledgement:  Of their view or feelings (without agreeing, per se)
  63. Effective Communication:4 Skills Inquiry:  Asking questions to learn information Paraphrasing:  Summarizing what you think they said Acknowledgement:  Of their view or feelings (without agreeing, per se) Advocacy:  Explaining your point of view
  64. wiki article badness
  65. Differing PerceptionsSome Useful Assumptions
  66. Questions to Consider
  67. Questions to Consider INTERESTS and CONCERNS:  What are our wants, needs, concerns, fears, objectives, and hopes that underlie our position? What are theirs?  What is the priority of these interests and concerns?  How certain are we of theirs?  What third-party concerns should we consider?
  68. Questions to Consider OPTIONS:  What are possible solutions based on our interests and concerns?  Where can we trade options based on differing interests?  What benchmarks can we use to handle conflicting interests?  What have others done to solve similar problems?
  69. References• Richard Axelrod: Evolution of Cooperation• Brené Brown, @brenebrown TED talk on vulnerability• David Eaves, @daeaves eaves.ca

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