MORE NEGOTIATION TIPS – The Bare Minimum

If all of the previous tips are too hard at least:

Separate the people from the problem – stick to specifics and discuss only the facts of the situation, (personal attacks and attacking others beliefs and values will build a no win divide – it is almost impossible to change peoples beliefs).

Look at interests (REAL NEEDS), don’t argue over positions – e.g. don’t dwell on number of ‘nuclear inspectors’ as in the case some years ago that led to the failure between the US and USSR during their initial nuclear arms limitations negotiations, when each side’s real need was mutual transparency.

Create options for mutual gain – get all participants involved in an exercise to discover mutual needs and a range of possible solutions, (builds on the idea that you are allies or even a team trying to solve a mutual problem).

Get parties to use objective criteria to judge the validity of positions – keep away from opinions & perceptions, don’t allow distorted ideas about what is going on the cloud the reality, (find out real facts, precedents, industry norms, competitors conditions, factual business conditions, best practices).

STICKING TO OUR PRINCIPLES IS MINDLESS, SELF CENTERED AND A REFUGE FOR THE INEPT.

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POLARITIES OR DO WE NEED TWO HEADS - PART TWO

To continue with the two headed dilemma…!

MANAGEMENT is about: ORDER & CONSISTANCY… protecting the existing structure, systems, traditions and ‘the status quo’ V.’s LEADERSHIP, which is about: CREATING CHANGE… vision, direction, values and destruction of ‘the way we’ve always done it’

MANAGEMENT IS ABOUT: COMPETING… seeking the winning edge, overcoming those in the way & up the ‘ladder’ V.’s LEADERSHIP, WHICH IS ABOUT: COLLABORATING… showing love and respect for individuals and seeking win-win solutions

MANAGEMENT is about: DOING THINGS RIGHT… organising, setting the rules and seeing rules are followed, the inspector V.’s LEADERSHIP, which is about: DOING THE RIGHT THINGS by… developing trust and taking risks to ensure we meet our full potential

MANAGEMENT is about: INPUTS… amount, type & quality of resources, effective plant, staff & raw materials V.’s LEADERSHIP, which is about: OUTPUTS… the level and volume of satisfied customers we can create, the market

MANAGEMENT is about: MANAGING THINGS… operations focused, technical expertise & people as production inputs V.’s LEADERSHIP, which is about: LEADING PEOPLE… our charisma, socialised power, human relations, communication skills, inspiration & motivation

With the conflicting nature of these requirements how do we prepare managers/leaders to deal with these apparently opposing roles? If we send our managers off for leadership training we best be prepared to adjust our culture, abandon our hierarchy and flatten our organisational structure… or disaster approaches.

CONTROL FREAKS… PREPARE TO FAIL!

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