Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

The Political Frame

Negotiating Skills for Resolving Conflict

October 24, 2007 Leslie Pirtle, MMG 512 JH01 2


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Mindless Adherence To Ideals


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Status Quo


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Power Held By The Few


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Posturing


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Hypocrisy

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Pressure


http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=6#showHeader

Competing Interests & Compromised Ethics



Predators!



Coercion


The Political Frame

• Is NOT About:– Selfishness– Myopia– Incompetence– Individuals

• IS About:– Interdependence– Divergent Interests– Scarcity– Power Relations– Group Dynamic



Underlying Assumptions

• Coalitions• Enduring Differences• Scarce Resources• Conflict• Negotiation is Key




• > 18% of a managers time is spend resolving conflict among employees

• That’s over 9 weeks a year!

(“Surviving Office Politics” Talent Scout April 16, 1998, Citing Study by Accountemps)




Use Negotiation When 2 Sides:

• Share an important goal • Have some differences• Are in a position to trade things

of value to opponent

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Preparing to Negotiate • Define goals• Define opponent’s goals • Define the conflict. • Identify shared goals • Determine what can be

traded• Anticipate alternatives

• Define your BATNA• You are not weaker or

stronger than your opponents

• Identify shared goals• Identify what each sides

might trade to attain goals



12 Skills For Conflict Resolution 1. Win-Win Approach

2. Create Response

3. Empathy

4. Appropriate Assertiveness

5. Co-Operative Power

6. Managing Emotions

7. Willingness to Resolve

8. Mapping the Conflict

9. Develop Options

10. Intro to Negotiation

11. Intro To Mediation

12. Broaden Perspectives

http://www.crnhq.org/windskill1.html


Win – Win Approach• “I want to win, and I want you to win,

too”• Examine underlying needs• Recognize individual differences• Be open to adapt opinion• Attack problem, not person• "I'll do X for you -- you do

Y for me"



Conflicts Become Possibilities

• The Perfection Hat – sets up winners and

losers!

• The Discovery Hat– Is about Winners and

Learners!



Using Empathy

• Ask Questions• Check Back• Summarize• Inquire• Explore hidden premises



Using Empathy & Questions

If they say: You might ask:

"I can't" "What happens if you do?"

"They always" "Are there any circumstances in which they don't?"

"It's too many/ too much / too little/ too few"

Compared with what?



Assertiveness: The “I” Statement

• An "I" statement says how it is on my side; how I see it.



Co-operative Power: Responding to Resistance from Others

• Find options• Redirect to positive• Return to legitimate concerns



Managing Emotions:5 Questions to Ask Yourself

1. Why am I feeling so angry/hurt/frightened? 2. What do I want to change? 3. What do I need in order to let go of this feeling? 4. Whose problem is this, really? How much is mine? How

much is theirs? 5. What is the unspoken message I infer from the situation?

(they don't like me, they don't respect me)

http://wwwcrnhqorg/windskill1html


Communicating Emotions: 5 Goals

1. Aim to avoid the desire to punish or blame.

2. Aim to improve the situation.

3. Aim to communicate your feelings appropriately.

4. Aim to improve the relationship and increase communication.

5. Aim to avoid repeating the same situation.

6. If communication is not appropriate, what other action can I take?

http://wwwcrnhqorg/windskill1html


Projection• Seeing our own thoughts and feelings in the

minds and behavior of others and not in ourselves• To be willing to resolve, we need to acknowledge

our projection. : – Suppressed needs

– Unresolved personal history

– Unacceptable qualities



Negotiation Principles

• Be hard on the problem and soft on the person

• Focus on needs, not positions • Emphasize common ground • Be inventive about options • Make clear agreements



Third Party Mediators

• Be objective• Be supportive• No judging• Steer process, not content• Win/win



Steps in Mediation

• Open – Introduction– Agenda

• Establish– Overview– Details

• Move – Identify areas of

agreement.

– Focus on future action.– Develop options.– Build wins for everyone

• Close– Completion: Contracting. Plans

for the future, including appointed time to review agreement. Closing statements.



Broadening Perspectives

• Respect and value differences• Recognize a long term timeframe• Assume a global perspective.• Deal with resistance to the broader perspective• Open to the idea of changing and risk-taking



“Our vision is to create conflict-resolving community in a culture of peace and social justice. Conflict Resolution builds stronger and more cohesive organisations and more rewarding relationships. So we make Conflict Resolution skills, strategies and attitudes more readily and universally accessible. Most CRN material can be freely reproduced provided our copyright notice appears on each page. “

About The Conflict Resolution Network…



• Politics is not always negative thing

• It arises from scarce resources and divergent interests

• It can be viewed as an opportunity

• Learning to be a caring, empathetic and savvy negotiator is critical

Conclusion


Mmg 511 Jh01 Organizational Environment The Political Frame Negotiation

Technology

goals http

key http

opponent http

perspectives http

posturing http

ethics http

pressure http

orangestory http