Negotiation and Conflict Resolution

Transcription

1 Negotiation and Conflict Resolution Enterprise & Project Management Please note that these slides are not intended as a substitute to reading the recommended text for this course.

2 Objectives Skills in negotiation Proactive approach to managing conflict and techniques for dealing with it 1

3 Definitions Conflict Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals Negotiation A process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement. 2

4 Stages in Negotiations The pre-negotiation stage Characterized by many informal contacts among the parties The formal negotiation stage Structures a group discussion to achieve an effective and endorsed result The agreement / post negotiation phase Parties select among the alternatives on the table 3

5 The Prenegotiation Stage Establish participants Form coalitions Define group member roles Understand the costs and consequences of no agreement Learn the issues and construct an agenda 4

6 The Prenegotiation Stage Agendas as effective decision aids: Establish the issues that will be discussed Define how each issue is discussed Set the order in which issues are discussed Introduce process issues (decision rules, discussion norms, member roles, discussion dynamics), and substantive issues Assign time limits to various items Location of meeting 5

7 The Formal Negotiation Stage Appoint an appropriate chair Use and restructure the agenda Ensure diversity of information and perspectives Key process steps: Collect thoughts and composure before speaking Understand the other person s position Think of ways both parties can win Consider the importance of the issue Remember parties will likely work together in the future 6

8 The Formal Negotiation Stage Ensure consideration of all available information The Delphi technique An initial questionnaire, sent to all parties, asking for input Brainstorming Define a problem and generate as many solutions as possible without criticizing any of them 7

9 The Formal Negotiation Stage Manage conflict effectively Review and manage the decision rules Strive for a first agreement Manage problem team members Be specific about problem behaviors Describe problem as team problem ( we vs you ) Focus on behaviors the other can control Wait to give constructive criticism Keep feedback professional Verify that the other has heard and understood 8

10 The Agreement / Post Negotiation Phase Select the best solution Develop an action plan Implement the action plan Evaluate outcomes and the process 9

11 The Agreement Phase Group chair or facilitator steps in moving toward a successful completion: Move the group toward selecting one or more of the options Shape and draft the tentative agreement Discuss whatever implementation and follow-up needs to occur Thank the group for their participation, hard work and efforts 10

12 Levels of Conflict in Organizations Interpersonal - Can be caused by rivalries; personality differences Intrapersonal - Pressure from incompatible (internal) goals or expectations Intergroup - Causes are substantive (competition for resources) or emotional Inter-organizational - Competition for market share 11

13 Strategies for resolving conflict Medium /Long term Strategy Open, problem solving culture. Agree standards for types of behavior and performance. Short term Strategies Who owns the problem. Which conflict strategy to adapt? 12

14 Some basic tactics Explore the problem 80:20 (listen:talk) Ensure privacy with minimal disruption Look for change (behavior) Put yourself in their shoes Try to end in a positive note Be prepared to change 13

15 Negative Feedback Give negative feedback with sensitivity for the other person s feelings. in person, directly to the person at issue. discretely so the receiver is not embarrassed. based on facts, not opinion or feelings. Make certain your negative feedback is honest and truthful with the intention of helping. 14

16 Giving negative feedback DON T Use criticism to hurt someone s feelings.... Give negative feedback because you are in a bad mood and want to hurt someone else.... Give negative feedback to someone in front of a large group.... Leave a note, a voic , or an regarding negative feedback.... Argue with the person to whom you are giving negative feedback.... Lose your temper.... Swear.... Fight.... Cry.... Yell or scream. 15