A Journey to Acquire the Desired Skill Sets Discussion Paper

  

Description

Write a essay on the subject of the key learning of this course as they impact your work life and personal life.

Some thought about the content of this Refective Essay you might want to discuss:

You could expound upon which options and choices for seeking resolutions to complaints in the workplace or in your personal life are practical for you. What characteristics and skill set(s) do you believe are most important for you to have, and why? What are some of your “hot buttons” (cause you anger or frustration) and what can you do to most effectively manage them? How might others assist you in this process? What will you do more of, less of, and or differently to be more effective in resolving conflict?

APA format with a proper APA Title Page, with at least 2 sources (

at least one of these sources must come from the scholarly, peer-reviewed literature

).

Negotiations
authors’ premises
• Conflicts, managed well, can provide the impetus for growth, constructive
change, and mutual benefit
• Is not about old paradigm of winning and losing—transforms negotiations
into a search for improved solutions to problems
• Presents a set of ideas organized around frameworks for improving
negotiations; the challenges for applying these ideas in organizational
settings; and some analyses of individual behavior in negotiation
Third-Party Interventions
Third-Party Interventions
â– 
â– 
â– 
Facilitator- Helps with the logistics in the
proceedings of meetings
Mediator- Guides or helps people come to a
voluntary agreement
Arbitrator- Tries to understand the issues on
all sides and then imposes an agreement, as a
judge
Chapter 2
1st category of intervention activities
â– 
â– 
â– 
â– 
â– 
Convene meetings
Lead discussions
Summarize obvious and less obvious
agreements
Prepare neutral minutes
Attest to the good faith of the
bargaining procedure
Provide structure
2nd category of intervention activities
â– 
â– 
â– 
Maintain rules of dialogue and civilized
debate
Diffuse personality conflicts
Help reticent speakers
At the heart of many disputes are
personality challenges
Set the ambience
3rd category of intervention activities
â– 
Distributive bargaining
â– 
â– 
“Divide fixed pie”
Integrative bargaining
â– 
“Expand the pie”
Facilitate exchange of information
Conflict from a Psychological Perspective
â– 
Focuses on perceptions rather than
reality
â– 
â– 
What people think about their reality makes
the difference
Focuses on the relationship between the
parties
â– 
It is the dynamics of the exchange that is of
interest
Chapter 9
Conflict for a Psychological Perspective
Understanding the Conflict Process
Trigger(s): Something Happens
1
Deescalation
4
Conflict
Cycle
2
Escalation
3
Stalemate
Chapter 9
Communication Process (Wheel to Consider)
5
1 Event Happens
And
We Do Something
2
We develop an
Interpretation
4
Based on our feeling we
develop an
Intention
3
Based on our interpretation
we develop a
Feeling
It is important to check interpretation prior to acting on it–
Sending and Receiving Messages
Mixed Messages
â–  ___________
â–  Interpretation
â–  Feelings
â–  ___________
That contain only these
two elements
Often sounds accusatory
Sending and Receiving Messages
Solid Messages Contain
â–  Observation (Situation & Behavior)
â–  Interpretation
â–  Feelings
â–  What you would like in the future
Facilitate progress in specifying
and addressing concerns
Team Conflict Management Model
MEMBERS
Come Together
EXPLORE HOW TO BE TOGETHER:
Gather Information About Who We Are
feelings, thoughts, behavior
(TENTATIVE)
CONFLICT
Unexpected
Happens
Disagreement
Team Conflict Management Model
CONFLICT
Unexpected
Happens
Disagreement
CHOICE POINT
WORK THROUGH CONFLICT
FAIL TO ADDRESS CONFLICT
Return to Exploring How to Be Together
BLOCKED RELATIONSHP
Shared Expectations
Determine Level of Commitment
Define Roles
Ground Rules
Unhappy
Ambiguity/Uncertainty
Resentment/Anxiety
Hurt, Anger, Betrayal
COMFORT
DISCOMFORT
Improves Performance
Impedes Performance
Storming
Response to conflict determines success
in advancing from storming
TEAM PROCESS STAGES
â– 
â– 
â– 
â– 
â– 
Forming
Storming (stage typified by conflict)
Norming
Performing
Adjournment
STORMING
Sources of Conflict
â– 
â– 
â– 
Resources
Territorial
Interpersonal
â– 
Cultural, personality temperament,
and/or interaction style differences
Interpersonal Sources of Conflict
Personality, Culture and Other
Interaction Style Differences
Sources of Personality Conflicts
â– 
â– 
â– 
â– 
â– 
â– 
Energy source and level
Expressive vs. contained
Initiating vs. responding
Airtime
Desired amount of interaction
High profile vs. low profile
Sources of Personality Conflicts
â– 
â– 
Pace
– While in action
– Leading to action
– Push for closure vs. processing
What gets noticed (Sensing vs. Intuiting)
– Concrete vs. abstract
Sources of Personality Conflicts
â– 
Decision-making styles
-Thinking
-Logical
-Reasonable
-Questioning
-Critical
-Firm
-Feeling
-Empathetic
-Compassionate
-Accommodating
-Accepting
-Gentle
Sources of Personality Conflicts
â– 
Communication deliver styles:
Directing
Dialogue
Informing
Debate
Volume
Tone
Confidence level
Pace
Common Sources of Cultural Conflict
â– 
Reference points: Individualism vs.
Collectivism
â– 
Self disclosure expectations
â– 
Language barriers
â– 
Value and other style differences
â–  Including communication and conflict
management style differences
Common Sources of Cultural Conflict
Communication Style Differences
â– 
Use of personal and interpersonal space
â– 
Body movements
â– 
â– 
Including facial expression, posture, gestures,
characteristic of movement and eye contact
Other verbal cues
â– 
Volume, pauses/silence, rate, tone/inflection,
confidence level projected or perceived
Common Sources of Cultural Conflict
Communication Style Differences (continued)
High Context Messages
â– 
â– 
Low Context Messages
Less reliance on explicit
words
â– 
Relies more on nonverbal
and the group identification/
understanding shared by â– 
those communicating
Greater reliance on the
verbal part of the
message—explicit words
Emphasize rules of law
and procedures
The Mediation Process
Key factors to be aware of prior to going
into the mediation process
â– 
â– 
â– 
Your biases
Responsibility to do onto each party
equally/with equity (fairness)
Time limitations
Key factors to be aware of prior to going
into the mediation process
Customary Norms/Ground Rules
â– 
Demonstrate respect for self and others
â– 
â– 
Refrain from yelling, profanity, and expressing hostility
(violence threatened or actual)
Practice the of art of dialogue
â– 
â– 
â– 
Suspend judgment—Lean into the discomfort of listening to beliefs you disagree with
Try to see “it” from another view
Seek to understand, then to be understood
â– 
Learn about yourself and each other
â– 
No Reprisals
Key factors to be aware of prior to going
into the mediation process
Listening for Understanding
â– 
Give undivided attention
â– 
Listen to be influenced.
Refrain from allowing mind
to be absorbed with rebuttals
â– 
Refrain from interrupting
â– 
Show that you are interested
â– 
Clarify/confirm understanding
Key factors to be aware of prior to going
into the mediation process
Uninterrupted Time
â– 
Observations
â– 
â– 
I thought . . .
Feelings
â– 
â– 
When . . .
Interpretations
â– 
â– 
(Situation and/or behavior)
That made me feel like . . .
Desires for the Future
The Mediation Process
â– 
â– 
Introductions (stay away from titles if appropriate)
Acknowledge both parties for being present and
their commitment to resolve the challenge through
mediation
â– 
As relevant, explain limitations of agreement
â– 
Establish ground rules
â– 
Explain the mediation process
1
The Mediation Process
â– 
â– 
Allow party “A” the agreed upon amount of
uninterrupted time to share their perspective
Allow party “B” the agreed upon amount of
uninterrupted time to share their perspective
2
The Mediation Process
â– 
â– 
Send participants on a break for an agreed upon
length of time
If you project you will need to caucus (meet alone
with each party) let parties know prior to the
break. Let them know the order in which you will
be meeting with them.
(In establishing the order remember to keep balance and
communicate your effort to do so)
3
The Mediation Process
During the break:
â– 
Analyze data collected
â– 
Brainstorm potential options for optimal resolution
â– 
Evaluate each potential option
â– 
If deemed necessary, caucus with each party
â– 
Bring parties back together. Set the stage for
deliberate and reflective dialogue to occur
4
The Mediation Process
â– 
â– 
â– 
Explain and facilitate “interrupted” time
After it is clear that each party understands
the other, formally transition to collective
brainstorming of options
Facilitate continued dialogue style of
communication while parties evaluate each
option
5
The Mediation Process
â– 
â– 
â– 
Record agreements and obtain signatures on
the document
If established as a ground rule, destroy any
notes taken by anyone during the session
Thank participants for their effort and results
yielded
6
â– 
Conflict can occur at what levels
in our society?
â– 
What are the different ways our
society makes decisions?
â– 
What does consensus mean?
Chapter 3
â– 
What are the major forces
creating interest in collaboration
in the U.S.?
â– 
What are the major forces
creating resistance to
collaboration in the U.S.?
Chapter 3
Designing a Consensus-Based
Planning Process
Confirm Level of Commitment/
Allocation
â– 
â– 
â– 
Time
Energy
Resources
Step 1
Representation
â– 
Stakeholder Analysis
●
●
●
●
Who has the power to make decisions
Who is responsible for implementing
them
Who will they impact
Who has the power to block them
Step 2
Teaching New Behaviors
â– 
Ground rules should be
established
â– 
Participants should be coached
on how to effectively participate
in a collaborative process
Step 3
Agree on the Problem
â– 
If the group does not agree upon
the problem they are not likely to
agree upon the solution
Step 4
Owning and Designing the
Process
â– 
â– 
3rd party assists and facilitates–
participants must own the process
Typical Process
●
●
●
●
●
●
●
Process design
Task force startup and educate
Problem definition and analysis
Alternative solutions
Evaluation
Decision-making
Implementation
How these phases are orchestrated = Process Management
Step 5
Concentric Rings of
Involvement
â– 
Keeping the doors to
involvement open
●
Avoid sealing off the Steering
Committee
â– 
â– 
Find ways to involve others in the
work underway
Depending upon the expected
lifespan of the project, allow new
members to join and more seasoned
members to leave the committee
Ensure An Open and Visible Process
â– 
Keep stakeholders informed
â– 
Acknowledge and celebrate
short-term success
Five ways in which groups
and organizations can make decisions
Be sure to read the notes by making sure the
notes window is expanded below
Authority
•Leader makes the decision
•With or without input
•If time, with is recommended
•In emergency, without is recommended
•Advantage is that it is quick and clear
Minority
•Less than half makes decision
•If minority are experts this is recommended
•If minority are part of special interest with excess
power this is not recommended
Majority
•More than half in favor of the decision
•Used in large group decision making, i.e. elections
•May be only option for groups of 100 or more.
•Problem is that there are winners and losers
•If losers will later cooperate with decision, this is
recommended
•If losers will not it is not recommended
Consensus
•All members are accepting of the decision
•Can be time consuming
•Easier in smaller groups
•If want by-in from all, this is the recommended method
•If not enough time, or large group, this is not
recommended
Unanimity
•All members are in favor of the decision
•Very difficult to achieve
•Very time consuming
•May be necessary in high stakes decisions, such as a
trial
•Not recommended unless mandatory
Negotiations
authors’ premises continued
• The critical importance of a good process—emphasizes the need
for negotiators to develop awareness and constructive processes
• The approach is intentionally cross-disciplinary; the premise is that
negotiations is not a field in itself but rather a set of processes and
analytic skills that can be applied to good effect in courts,
diplomacy, city planning, and inside corporations and government
agencies
• Supports using a facilitator to manage the process particularly
when there are many interest at stake; can be the first step toward
success
Negotiations Power
Influencing the Other Side
• How you negotiate makes a big difference
• However small the opportunity for success, the way in which you negotiate
will determine whether you are able to make the best of available advantages
and opportunities
• Concentrate on improving your
BATNA
(Best Alternative To a Negotiated Agreement)
The Basics
• Resources vs. Negotiation Power
• What not to ask
• Best rule of thumb
Resources are not the same as “Negotiation
Power”
• Negotiation power is the ability to persuade someone to
do something
• Whether your resources give you negotiating power will
depend on the context—on who you are trying to
persuade and what you want them to do
The Best Rule of Thumb
• Be optimistic—let your reach exceed your grasp
• Studies of negotiations show a strong correlation between
aspiration and result
• Within reason, it pays to think positively
Sources of Negotiation Power
1)
2)
3)
4)
5)
A good BATNA
People
Interests
Options
Objective criteria
If the other side is strong in one area, try to develop strength in
another, plus, if appropriate, add
•
The power of commitment
There Is Power in Developing a Good Working Relationship
Between the People Negotiating
Negotiations are likely to be smoother and more successful for all
parties if:
• All parties understand each other
• Emotions are acknowledged and people are treated with respect even
when they disagree
• There is clear, two-way communication with good listening
• Peoples problems are dealt with directly, not by demanding or offering
concessions on substance
People
There is Power in Understanding Interests
• The more clearly you understand others’ interest, the better
equipped you will be to satisfy them at minimum cost to yourself
• Look for intangible or hidden interests
• With concrete interest, ask what lies behind them
Benefits of starting with dialoguing, instead of debating.
Initially trying to understand versus trying to persuade.
Interests
There is power in inventing an elegant option
• Brainstorm possible options for a win-win keeping all parties
interests in mind
• Be creative!
Options
There is power in using external standards of legitimacy
• Can help convince others that you are asking for no more than
what is fair
• Think of a negotiation situation where this source of power is
typically used and proves to be very effective
Objective Criteria
When we can use as many as possible of these sources of negotiation power in
harmony with each it places us in a better position for coming up with a good
BATNA
• Improving one’s own BATNA or lowering the other side’s
estimate of their own BATNA can be very persuasive
BATNA
Two Styles of Negotiators
Cooperative
• Collaborative problem-solving
approach
• Share information freely
• Self-monitors
• Only ask for what they believe is
fair
Aggressive
• Warrior approach
• Share information
strategically
• Ask for the maximum and
beyond of what they think
is possible to yield from a
situation
• Expect others to monitor
and push back
Objectives of Each Style
Cooperative
• Conduct one’s self ethically
• Maximize the benefits of the
arrangement reached
• Accomplish a fair resolution
Aggressive
• Get as much out of the
situation as possible
• Outdo or outmaneuver
the opponent
Based on research conducted by Gerald Williams
Effective aggressive negotiators tend to have the
following behavioral patterns in common:
• Dominating
• Forceful
• Attacking
• Plans timing and sequence of
actions (strategy)
• Unyielding
• Disobliging
•
•
•
•
•
Carefully observes opponent
Unrealistic opening position
Uses threats
Reveals information gradually
Is willing to stretch the facts
Effective cooperative negotiators tend to have the
following behavioral patterns in common:
• Trustworthy
• Fair-minded
• Ethical
• Realistic opening position
• Courteous
• Do not use threats
• Personable
• Willing to share
information
• Tactful
• Sincere
• Probes opponent’s
position
Both Styles Effective Depending Upon the Situation
Potential Fatal Pitfalls of Each Style:
Cooperative
• Being too trustful
• Being overly concerned with being
liked
• Trying to please everyone all of the
time
Aggressive
• Being outrageously
irrational
• Being obnoxious with
behaviors viewed by
others as arrogant,
disinterested in the needs
of others, intolerant and
affirmatively hostile
What do you think happens when the various styles meet
up with each other?
• Cooperative vs. Cooperative
• Aggressive vs. Aggressive
• Cooperative vs. Aggressive
What do you think might be your own style tendency?
What behavioral pattern(s) have you notice in yourself that makes you think that style
is more of your tendency?
Key To Effective Negotiations
• Being keenly aware of one’s own style tendency
• Purposefully employing sources of negotiation power in harmony with each
other
• Not falling victim to the routine pitfalls of either style
• Having enough understanding and comfort to execute the effective
characteristics of both styles as needed to meet circumstances
Characteristics of Effective Negotiators
• Well prepared on the facts
• Well prepared on relevant parameters, policies, procedures and/or laws
• Observes norms and courtesies of the venue
• Skilled in using elements of negotiation power
• Demonstrate self-control

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