The Art of Negotiations: Win-Win vs. Compromise

Transcription

1 The Art of Negotiations: Win-Win vs. Compromise Becky Blankenburg, MD, MPH Javier Gonzalez del Rey, MD, MEd Fall APPD Conference September 27,

2 Disclosures The authors do not have anything to disclose

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4 Objectives Describe ways of responding to conflict management Discuss the differences between Win-Win vs. Compromise Apply techniques to lead groups or individual interactions to a Win-Win Outcome

5 Think of a time Think-Pair-Share Think of a recent conflict you have dealt with in your role as a program director. What was the situation? How did it end? Did you get the resolution you wanted? Did you preserve the relationship? Share with the person sitting next to you.

6 Thomas-Kilmann Conflict Mode Instrument Consider situations in which you find your wishes differ from those of another person. How do you usually respond in such situations? Choose A or B for each statement. Score your instrument.

7 Thomas-Kilmann Conflict Mode Instrument Assertiveness (Importance of Issue) Cooperativeness (Relationship)

8 Competing Uses: When quick, decisive action is needed Important issues where unpopular courses of action need implementing for example: cost-cutting, enforcing unpopular rules, discipline On vital issues, when you know you re right When you need to protect yourself from people who take advantage of non-competitive behavior

9 Collaborating Uses: When you need to find an integrative solution and concerns of both parties are too important to be compromised When your objective is to learn and you wish to test your assumptions and understand others wishes When you want to merge insights from people with different perspectives When you want to gain commitment by incorporating others concerns When you need to work through hard feelings

10 Compromising Uses: When goals are moderately important but not worth the effort or the potential disruption involved in using more assertive modes When two opponents with equal power are strongly committed to mutually exclusive goals When you want to achieve a temporary settlement of a complex issue When you need to arrive at an expedient solution under time pressure As a back-up mode when collaboration or competition fails

11 Avoiding When an issue is unimportant or when other, more important issues are pressing When you perceive no chance of satisfying your concerns (e.g., you have low power; something would be difficult to change) When the potential costs of confronting a conflict outweigh the benefits of resolution When you need to let people cool down When others can resolve the conflict more effectively

12 Accommodating When you realize you are wrong to allow a better solution to be considered, to learn from others, and to show that you are reasonable When the issue is much more important to the other person that it is to you When you want to build up on social credits for later issues that are important to you When preserving harmony and avoiding disruption are especially important

13 Conflict Scenarios In groups of 3, discuss each conflict scenario Discuss any insights you have given your conflict resolution style and the style you assume the other person has Would you have handled the situation differently?

14 Take Home Points Depending on the conflict, will need to use different conflict management methods Consider if there are ways to achieve win-win vs. compromise

15 Questions

16 Verbal/Non-Verbal Communication [CATEG ORY NAME] [PERCE NTAGE] [CATEG ORY NAME] [PERCE NTAGE] [CATEGO RY NAME] [PERCEN TAGE]

17 Non-Verbal Communication Eyes Space Facial Expression Non-verbal Communication Gestures Voice Touch Posture