Download - 1 Negotiating Leadership: A Better Life through Conflict Jeff Hoffman Mary Kluz February 28, 2013
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Negotiating Leadership: A Better Life through Conflict
Jeff Hoffman Mary Kluz
February 28, 2013
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Session purposes and objectives
Raise awareness Self-awareness (skills and assumptions) Awareness of ways to deal with conflict
Provide concepts to help you deal with conflict Framework for negotiation
Develop practical ideas for managing conflict Time to practice some negotiation skills Opportunity to learn from colleagues
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Conflict and Negotiation
I’ve been doing it all my life!
Let’s make a deal…
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Big Al’s Used Car Lot
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A Seven Element Framework
InterestsInterests
OptionsOptions
CriteriaCriteria
CommunicationCommunication
RelationshipRelationship
AlternativesAlternatives
CommitmentsCommitments
If “YES”
If “NO”
Copyright © 2001 Robert Ricigliano. All rights reserved
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Relationship
Use “people” techniques, like listening, to deal with people Use problem-solving techniques, like identifying interests and
options, on substance Attack the problem, not the people
Separate the people from the problem/substance
people issues
emotions
trust
respect
substantive issues
money
schedules
terms and conditions Deal with each on its own merits
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CommunicationFacilitate Communication that fosters mutual learning
We each have a part of the complete picture in our heads.
A learning conversation helps us put the pieces together.
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Communication
Use communication techniques that foster learning Listen actively Balance advocacy with inquiry Explain your reasoning, inquire into
theirs Acknowledge and deal with partisan
perceptions
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InterestsDig for the interests that lie behind the demands.
Fears
Hopes
Needs
Concerns
People often present their position, favorable to their interests, without giving the feelings or reasoning behind that position.
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Interests
Ask: Why is that? What do you hope for? What would be wrong with…? Are you afraid something will happen?
Solicit their advice, “what would you do?” to start the conversation
Consider starting with a joint exploration of interests
Dig for the interests that lie behind the demands. Fears
Hopes
Needs
Concerns
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Options Try brainstorming:
No ideas rejected or criticized No commitments All ideas are recorded, but NOT who suggested them Generate as many creative ideas as possible
Instead of just one idea…
You first want to invent lots of creative ideas to choose from.
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Criteria
Criteria are used to ensure that we are treated fairly, and we are treating others fairly. Use criteria to persuade – they are the means by
which any agreement can be justified to constituents. Try the test of reciprocity Use criteria to reconcile conflicting interests Look for fair standards, precedents, procedures or
principles to help resolve disagreements
People want to feel they’re being treated fairly.
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It’s decision time!
AlternativesAn option you pursue WITHOUT the
agreement of the other party
CommitmentsAn option you pursue WITH the agreement of
the other party
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Alternatives
Reality-test their BATNA if you think it is worse than they think
Disclose your BATNA if it is better than they think Warn, don’t threaten
“if we don’t reach agreement, then it’s in my best interest to… VS. “unless you give in, I’ll hurt you by…
Know your Best Alternative To a Negotiated
Agreement
BATNAX
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Commitments
Talk first, decide later To start, make a joint commitment to the process Explore interests, options, etc before committing to substance
Wise commitments are Operational, implementable and mutually understood
Give the other party a stake in the outcome by including them in the process Commitment grows by being involved in the who process
Make wise commitments at the end of the process
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A Seven Element Framework
InterestsInterests
OptionsOptions
CriteriaCriteria
CommunicationCommunication
RelationshipRelationship
AlternativesAlternatives
CommitmentsCommitments
If “YES”
If “NO”
Copyright © 2001 Robert Ricigliano. All rights reserved
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Negotiation Review What did your partner do or say that
worked well in this negotiation? (each person share observations with partner)
Joint DiscussionWhat caused us difficulty?What helped us make progress?What might we do differently in the future?
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Follow-up Reflections for Group
How did my preparation impact on the negotiation? Insights for future?
What hindered or helped establish a working relationship?
How did I handle the other 6 elements in the negotiation?
Did we achieve a good outcome? How, and how do you know?
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References Fisher, Roger, William Ury, and Bruce
Patton. Getting to Yes: Negotiating Agreement Without Giving In. New York, N.Y.: Penguin Books, 1991.
Stone, Douglas, Bruce Patton, and Sheila Heen. Difficult Conversations: How to Discuss What Matters Most. New York, N.Y: Penguin Books, 2000.