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Negotiation Skills. Conflict Management. And. Negotiation. “Negotiations is about issues as well as about feelings and personal relationships”. The golden rule of negotiation is to avoid criticisms. Negotiating is an art practiced by virtually everyone and a craft practiced by few. - PowerPoint PPT Presentation
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Negotiation Skills
Conflict Management
And
“Negotiations is about issuesas well as about feelings
and personal relationships”
The golden rule of negotiation is to avoid
criticisms.
Negotiating is an art practicedby virtually everyone
and a craft practiced by few.
Collaborating: win/win
Compromising: win some/lose some
Let’s agree to respect each other’s views, no matter how wrong yours may be!
Accommodating : lose/win
Competing: win/lose
Avoiding: no winners/no losers
Negotiation Strategies
Ask yourself.
Do you feel that someone is continually taking advantage of you?
Do you seem to have fight aggressively with other to win the resources you need?
Do you struggle to get what you want from people whose help you need but over whom you have little direct authority?
If so you need to brush up your win-win negotiation skills.
The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won.
Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.
One should think the following points before starting the negotiation:
Goal for negotiation
Trades one has for negotiation: - What do you and the other person have that you can trade?
- What are you each comfortable giving away? Alternatives for negotiation if the other person do not
reach to the agreement:- Does failure to reach an agreement leave you out of future opportunities?
Relationship with the other person:- Will there be any hidden issues that may influence the negotiation? How will you handle these?
Expected outcomes from negotiation and action plan for the same:- What has the outcome in the past and what precedents have been set?
Expected consequences after winning or loosing the negotiation for both the parties.
Who is Powerful negotiator and what powers he has?- Who controls the resources?
- Who stands to loose the most if agreement isn’t reached?
Possible Solutions:- What possible compromises might there be?
The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct
effect on the outcomes of either bargaining or negotiating processes.
Gender Differences in Negotiations Women negotiate no differently from men, although
men apparently negotiate slightly better outcomes. Men and women with similar power bases use the
same negotiating styles. Women’s attitudes toward negotiation and their
success as negotiators are less favorable than men’s.
Make sure you do not ignore any issue in order to speed up negotiation.
Active listening can changethe rules of the game and
raise the level of politenessin the negotiation
A successful negotiation requires one to invest some
time in getting prepared before the negotiation
begins.
Be sure to gather the key information for a
Successful Negotiation
PREPARATION
PROPOSAL
DEBATE
BARGAINING
CLOSING
It is never easy to ask, but it is more difficult to give. Hence, master the art of give and take because
everybody wants to benefit from the deal.
Being polite and persistent gives you an edge over the others
Be flexible in Negotiation- it is a sign of strength and not a weakness
•Attitude towards work and life has a role in the formation of the culture of an organisation.
•It is possible to influence the attitudes / value system of people through appropriate modification of the environment.
•Interplay of individual’s attitudes and organisation realities give shape to the organisation culture.
Your
Attitude
Determines
Your
Altitude
“ A young lady was waiting her flight in the boarding room of a big airport.
As she would wait for many hours, she decided to buy a book to spend her time. She also bought a packet of cookies.
She sat down on a airmchair, in the VIP room of the airport, to rest and read in peace.
Beside the airmchair there was the packet of cookies, a man sat down, opened his magazine and started reading.
When she cought the first cookie, the man
cought one also. She felt herself
infuriate but didn’t say anything. She just
thought: “What a nerve! If I was
in the mood I would punch his eye not to
forget this daring!”
To each cokkie she cought, the man cought one either.
That was letting her infuriated but she couldn’t react.
When remained only one cookie, she thought: “ah... What this abused man will do now?”
Then, the man, divided the last cookie in the middle, giving her the half.
Ah! That was too much!
She was too much angry!
Then, she caught her book, caught her things and headed to the boarding place.
When she sat down in an armchair, inside the plane, she looked into her purse to catch her eyeglasses, and, to her surprise, her packet of cookies was there, untouched, closed!
She felt so much
ashamed!! She realized that she was
the wrong one...
She had forgotten that her cookies
were kept into her purse.
The man divided his cookies with her, wihtout feeling infuriated, nervous or mad...
...while she was been very mad,
thinking that he was dividing her
cookies with him.
but there was no more time to
explain herself... Nor to
apologizes!”
There are 4 things that u can’t recover...
The stone...
...after shot!
The word... ...
...after pronounced!
The occasion...
... after lost!
The time...
...after gone!
{ Life is "now"
{ Time to do what you want to do is now
{ Desire to achieve
{ Committment to achieve
{ Capacity to get along with others
{ Clarity in target/goals
POSITIVE ATTITUDE
Our attitude in our personal life speaks volumes of our performance at work.
It is both an attitude and a skill to succeed at any level.
Our best evolves from our heart, not from our eyes.
An emotional response clouds our judgment and creates guilt.
There is no embarrassment in falling down, but problem is with not getting up and moving on is LIFE.
POSITIVE ATTITUDE
•Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self Development
BUILDING POSITIVE ATTITUDE
Max & Max
Meet Max Max is a dog of the finest breeding. He was rigorously trained to
retrieve game at the slightest nod from his owner.
He is slightly motivate to serve his master’s needs.
Meet Max Max is talented, amiable, full of
energy, and well educated. He is anxious to enter the arena of
customer service and make a contribution, and he’s bursting with innovative ideas.
Meet Mr. Harold Mr. Harold is an average manager
of customer service for New World Imports.
Service is the byword in his department.
He has some untapped ideas about customer service.
Max and Max Max and Max both have new
opportunities – a chance to learn, a chance to show their stuff.
Each comes to learn about limits, though: stay on the lawn; get your own job figured out first, then you can start worrying about mine.
• Conflict is a necessary and healthy part of the life of all organizations.
• Conflict on the job usually represents the normal competitive urge present in most individuals.
• Conflict on the job is always the result of personality clashes.
About Conflict
• Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it sometimes produces useful change.
• In resolving a conflict, a team leader must determine whether the cause is :
a) Personality clash b) The way the work is structured.
Contd…
When there is potential for one party to negatively impact another party:
Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of Interest
What is Conflict
Communication problems Ambiguity Mixed messages
Verbalize one thing, yet your body language says another
Structural variables Goal incompatibility
Sales department versus credit department
Dependence issues One group (accounting)
dependent upon another (MIS)
Why Conflict
Personal factors Personality clashes
Type A versus Type B Value systems
National culture dimensions Different emphasis on quality or
quantity Different perception and area of
interest.
Contd…
Causes of Conflict:
• Personality differences• Value differences• Differences in Perspectives• Differences in Goals• Differences in Departmental
Allegiance• Ambiguities about
responsibilities
Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of openness
Change in leadership
Beginning of Conflict
Body language Disagreements, regardless of
issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators
Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.
Contd…
Constructive Conflict Results in clarification of important
problems and issues. Results in solutions to problems. Causes authentic communication. Helps release emotion, anxiety, and
stress. Builds cooperation among people
through learning more about each other.
Helps individuals develop understanding and skills.
Helps people "be real", for example, it motivates them to participate.
Helps people learn how to recognize and benefit from their differences.
Destructive Conflict
Takes attention away from other important activities.
Undermines morale or self-concept. Polarizes people and groups,
reducing cooperation. Increases or sharpens difference. Leads to irresponsible and harmful
behavior, such as fighting, name-calling.
Hampers productivity. Lowers morale. Causes more and continued conflicts. Causes inappropriate behaviors.
Types of Conflict
The Conflict Process
Managing conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.
Bring people with different points of view. Designate someone to be a devil’s
advocate. Ask the team to consider an unthinkable
alternatives.
Functional Conflict
Functional Conflict Conflict that supports the goals of the group
and improves performance
“When two people in business always agree, one of them is unnecessary”
“You put a lot of smart people in a room and listen to them duke it out, and the best idea will pop out”
Task conflict Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas
Dysfunctional Conflict
Conflict that hinders performance Relationship conflict
Stems from interpersonal relationships Personality clashes, value differences
Results in hostility & friction Decreases mutual understanding and
makes task completion more difficult
Managing Dysfunctional conflict
Managing Dysfunctional Conflicts Mediates the conflicts Arbitrate the conflicts. Control the conflicts. Accept the conflicts. Eliminate the conflicts.
Collaborating: win/win
Compromising: win some/lose some
Accommodating:
lose/win
Competing: win/lose
Avoiding: no winners/no losers
5 Conflict Management Strategies
Ask from yourself.
Do you feel that someone is continually taking advantage of you?
Do you seem to have fight aggressively with other to win the resources you need?
Do you struggle to get what you want from people whose help you need but over whom you have little direct authority?
If so you need to brush up your win-win negotiation skills.
The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won.
Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.
Depending on the scale of disagreement one should think through thefollowing points before starting the negotiation:
Goal for negotiation
Trades one has for negotiation: - What do you and the other person have that you can trade?
- What are you each comfortable giving away? Alternatives for negotiation if the other person do not reach to the
agreement:- Does failure to each an agreement cut you out of future opportunities?
Relationship with the other person:- Will there be any hidden issues that may influence the negotiation? How will you handle these?
Expected outcomes from negotiation and action plan for the same:- What has the outcome in the past and what precedents have been set?
Expected consequences after winning or loosing the negotiation for both the parties.
Who is Powerful negotiator and what powers he has?- Who controls the resources?
- Who stands to loose the most if agreement isn’t reached?
Possible Solutions:- What possible compromises might there be?
Resolving Team Conflict• Conflict is an emotional disturbance or
disagreement
Six Steps to Manage Team Conflict
Clarify and identify the cause of conflict
Determine the common goal
Determine options Determine and remove the
barriers Determine solution that
everyone can accept Acknowledge solution:
win-win solution
Conflict Resolution Super-ordinate goals
Overarching, shared goal that cannot be attained without cooperation of each of the conflicting parties
Altering structural variables Changing the organizational chart
Reporting relationships Create joint-task forces
Gain appreciation of each others (groups) constraints and needs
Altering individuals Human relations training Transfers
Conflict Resolution
Mediation Neutral third party attempts to find mutually
beneficial trade-offs, suggests alternatives, & serves as a sounding board for the conflicting parties
Growing area of legal practices 60% of cases in mediation reach settlement
Arbitration Neutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial
Always results in settlement
Conflict Resolution Techniques
• Problem solving• Super co-ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables
Meditation Close your eyes – Relax Wear a Gentle Smile Go in deeper Relaxation Deep Breathe Gently roll up your Eyeballs Surrender to Subconscious Mind Handover the problem to subconscious mind
(Now go to sleep – Expectantly) Visualize Results / Express Gratefulness next
morning(Before opening your eyes)
to delegate,all you needisfaithin the other person ...
Andfaith
movesmountains !
Delegation
If We Handle Life
Situations Well, the Conflict can be better
Managed
Worry As Cause Of ConflictWorry As Cause Of Conflict
Worrying for situations which never happens. 40%
Worrying for situations which has happened in the past 30%
Worrying for situations which concerns others. 12%
Worrying for illness which may be real or imaginary 10%
Situations which needs attention, Competence and Opportunity to prove. we should not be worried but should be concerned.
8%
One can avoid conflict if we understand the above life situations.
We listen &Find Solutions
EGOSELF
Remain at Base LevelAccept Authority of Other
EGOOTHER PERSON
Ego Cause Of Conflict-Ego Cause Of Conflict- Mind Mind BlockageBlockage
We hear & don’t Listen
TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Conflict A Silent KillerConflict A Silent Killer
AGRESSION
Forgiveness is your Biggest Asset