Nutrition Leadership Network (NLN) Friday, April 6, 2018 Crowne - - PowerPoint PPT Presentation

Nutrition Leadership Network (NLN) Friday, April 6, 2018 Crowne Plaza Hotel, Redondo Beach, CA

1.

Articulate a constructive definition of conflict in support of better negotiated outcomes

2.

Understand a powerful framework for engaging in more effective negotiation

3.

Identify conflict default behaviors and alternatives for conflict engagement and resolution

4.

Reveal competing commitments and related assumptions that constrain more effective action

5.

Design “small steps” for overcoming competing commitments (a.k.a. “Immunities to change”)

6.

Develop enhanced presence and a greater willingness to speak truth to power

7.

Create “safe experiments” to develop and reinforce newly acquired competencies and skills

8.

Thoughtfully consider a community of practice / peer coaching model for leveraged learning

Conflict is present whenever something

• r someone comes between you and something
• r someone you care about.

 A back and forth communication designed to

reach agreement when you and the other side have some interests that are shared and others that are opposed.

 Soft on the people; hard on the problem.  Discovery of interests and needs rather than

bargaining over positions

• 1. Have a concrete strategy.
• 2. Separate the people from the problem.
• 3. Focus on underlying interests, not

positions.

• 4. Invent multiple options, seeking

mutual gain before making any decisions about specific agreements and / or actions.

• 5. Look for win-win solutions

• 6. Insist on using objective criteria
• 7. Consider the other party’s situation.
• 8. Know your BATNA (And, if possible,

know theirs)

• 9. Pay a lot of attention to the flow of

negotiation.

• 10. Take intangibles into account.
• 11. Use your active listening skills.

 Change the game! (And change the game

about the game…)

 Address two levels of negotiation:

 The substance  The procedure for addressing the

substance

 Negotiators are people first  Every negotiator has two kinds of

interests: in the substance and in the relationship

 Positional bargaining puts relationship

and substance in conflict

 Disentangle the relationship from the

substance; deal directly with the people problem

 People problems fall into three baskets

 Perception  Emotion  Communication

So…What are we to do?

 Put yourself in their shoes  Don’t deduce their intentions from your fears  Don’t blame them for your problems  Discuss each other’s perceptions  Look for ways to act inconsistently with their

perceptions

 Give them a stake in the outcome by making

sure they participate in the process

 Make your proposals consistent with their

values

 First, recognize emotions; theirs and yours.  Pay attention to “core concerns.”  Consider the role of identity

 Autonomy, appreciation, affiliation, role, status

 Make emotions explicit and acknowledge them

as legitimate

 Allow the other side to let off steam  Don’t react to emotional outbursts  Use symbolic gestures

 Three Big Problems

1.

Parties not talking with (but instead talking past) each other

• - Another audience may be the target

2.

They may not be hearing you (even if you are doing your very best to be heard)

3.

Misunderstanding

 Listen actively and address what’s being said  Speak to be understood  Speak about yourself; not about them  Speak for a purpose

Of course, the best time to handle potential people problems is when they are potential people problems; before they become actual people problems, so…

 Build working relationships  Turn strangers into someone you know  Face the problem, not the people

 Engage each other in a side by side search for a fair

agreement, advantageous to each

 The basic problem in a negotiation lies

not in conflicting positions, but in the conflict between each side’s needs, desires, concerns, and fears.

 Your position is something you have

decided upon, while your interests are what caused you to decide.

 The more you defend a position, the

more committed you become to it.

 The more attention paid to positions, the

less attention devoted to meeting the underlying concerns of the parties.

 Remember that behind opposed

positions lie shared and compatible interests, as well as conflicting ones. Your job is to discover these distinctions.

 Ask “Why?” (Put yourself in their shoes)  Ask “Why not? (Think about their

perspective on your preferred outcome. Why have they not made the decision for which you are asking? What interests, of theirs, stands in your way?)

 If you want to change their minds, the

starting point is to discover where their minds are now.

 Think about:

 What decision are you asking them for?  Why have they not made that decision?  What decision do people on the other

side see you asking them to make?

 The decision others are being asked to

make are not always clear to them

 If you want the other side to take your

interests into account, explain to them what those interests are.

 Acknowledge their interests as part of

the problem to solve.

 If you want the other side to appreciate

your interests, begin by demonstrating that you appreciate theirs.

“An open mind is not an empty one.”

 Premature judgment  Searching for the single solution  The assumption of a “fixed pie.”  Thinking that solving their problem is

their problem.

 Separate the act of inventing options

from the act of judging them.

 Broaden the options on the table rather

than looking for a single solution.

 Search for mutual gains.  Invent ways of making their decision

easy.

 Objective criteria needs to be independent of

each side’s will.

 Fair standards and fair procedures

 “One cuts. One chooses.”

 Three basic points to remember:

• 1. Frame each issue as a joint search for
• bjective criteria.
• 2. Reason and be open to reason as to

which standards are most appropriate and how they should be applied.

• 3. Never yield to pressure, only to

principle.

In short: Focus on objective criteria fairly and flexibly.

 List your alternatives

 - What are all the options available to you if

the current negotiation ends in impasse? What are your no-deal options?

 Evaluate your alternatives

 - Determine the relative value of pursuing

each one.



Establish your BATNA

 - BATNA is the course you should pursue if

your current negotiation fails. Choose the course of action, from among your options, that has the highest expected value for you, and “carry it in your back pocket.”



Calculate your reservation value

• Reservation value is the lowest-valued deal

from the negotiation that you are willing to

• accept. If higher than the deal, abort. If

lower, accept.

And now….Over to you….