Negotiation Tirado 2.17.09

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The Art of Teamwork:

Ne otiations and Conflict Resolution Within the Work laceLinda A. Tirado, Ph.D.

February 17, 2009

www.strayerconsulting.com

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Strayer Consulting Group

-

Focus Technology and Life Science companies of all,

Clients Boards, CEOs and executive teams, VCs erv ces rgan za on an ea ers p eve opmen ,

teambuilding, and change management.

ave serve over compan es o a s zes

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The Art of Teamwork

Required activities of todays teams

Communication and negotiation skills critical to teamperformance and project success

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What is a Team?

Equally connected to a common purpose, goal and

working approach

Mutually accountable and deeply committed to one

anothers personal growth and success.

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High Performing Teams

u u

Have no fear of conflict and debate

Demonstrate commitment

Acce t accountabilit

Are results driven

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Traditional Assumptions

Team does not require working extensively with other

Tasks are clear and well defined

uppor ex s s w n e organ za on

Has needed resources within the team

Changes in technology, markets and strategies are notrelevant

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Todays Team

X-Team Model

Are impacte y now e ge specia ization Are impacted by dispersion of knowledge

Need to monitor markets

Build strong ties and processes in conjunction

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rom - eams: ow o u eams a ea , nnova e an succee . y e ora ncona enr resman


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X Team Assumptions

Understand the context in which they work

Seek support for their ideas

Coordinate with other groups key to the teamssuccess

Manage the politics and power struggles that surround

any team initiatives

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Pharmcos Team 1

Team Innovation

Highly skilled and accomplished scientists

Mission to drive innovation in a competitive and fast

moving space Dispersed team on four sites in four countries

Multi-cultural teams re resentin four nationalities

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Pharmcos Team 2

Team Texto

Team Textos role - provide Team Innovation with

the content and latest data available in drug discovery

WW Texto Team had come to update on latest

develo ments and solicit in ut from Team Innovation

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Pharmco Teams = X Teams

Reach out to find needed information

Understand the context in which they work

Get support for their ideas Coordinate with other groups key to success

Mana e the olitics and ower stru les that surround

any team initiatives

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X Team Required Activities

cout ng

Ambassadorship

Task Coordination

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Scouting

Observation

Conversat on

Surveys Interviews

Archival data

Consultant and analyst reports Look for strategic inflection points

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Ambassadorship

Links to the strategy and vision of the organization

anag ng up t e organ zat on

Lobby for resources Mar et t e project

Maintain team reputation

Keep track of allies and adversariesManage power and politics

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Task Coordination

ego a e e r g ea s w o er groups

Identify and prioritize dependencies

Understand the problem Get feedback

Ne otiate

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Identify Dependencies

Upper

Mgmt

Internal

Scientists

Team2

Outside

Project

Team 3

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Prioritize DependenciesCritical Important Moderate

xce

llen

t

nship

r

Good

the

Relati

C - E M - F

M - EC - F

Poor

Fa

S

tate

of

Critical-Excellent (C-E) Important to maintain solid relationships. Likely there is strong cooperationand optimal impact.

Critical-Fair (C-F) Imperative to improve relationship and increase mutual influence. Possible.

Moderate- Fair (M-F) While would be nice to improve relationship, effort should not be under- takenuntil critical stakeholders relationship is at desired level.

Moderate-Excellent (M-E) While important to maintain good relationship, need to examine possibility ofsub o timization: s endin and effort with this stakeholder at otential

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expense of stakeholder in critical-fair quadrant.


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Understand the problem

Our Team

What we needWhat we need

to rov ide

G

ain

Co

st

What our

Par t ner needs

What our par t ner

needs t o pr ov ide

Our Par t ner s Team

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Get Feedback

challenges:

The leadership is unmovedThe people who have power wont easily surrender it

People hoard resources, hold grudges, guard turf,

strike at up & comers

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Ways People Lose Influence

Dont understand theworld of the other

Dont inquire as to goals/pressures/concerns ofh h r

Underestimate own currencies

than How it can meet yours)

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Negotiating Tactics

Active listening when their needs are pressing

,

Assertion skills when your needs are pressing

a e your case rom a pos on o s reng ra er anbeing passive or running over others

needs are pressing

anage eac par es percep ons o e use emo on,create common understanding, work toward win-win.

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Negotiate

e our s n on ct anagement

Connect establish rapport, address things openly andcan y

Clarify seek to understand by active listening and

Confirm reach mutual agreement as to what each party

Contract negotiate agreements for future interactions

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Influence without Authority Model

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* Taken from: Influence without Authority by David Bradford and Allan Cohen.


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Influence Through Exchange

Clarify your goals and priorities Diagnose allys world: goals, concerns, needs

Assess your resources relative to allys wants

Determine approach; make exchange

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Conclusion

success in todays complex world Teamwork can hel em ower our work and our life

Negotiation and influence skills are core competencies

required for all professionals Negotiation skills can be learned

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References

Allan R. Cohen David L. Bradford In luence Without Authorit 2ndEdition (New Jersey: John Wiley & Sons, 2005)

Patrick M. Lencioni, The Five Dysfunctions of a Team: A Leadership Fable, (SanFrancisco: osse -Bass 2002

Deborah Ancona, & Henrik Bresman,X-Teams: How to build teams that lead,innovate and succeed, (Boston: Harvard Business School Press, 2007)

Deepak Malhotra, Max H. Bazerman, James K. Sebenius, Danny Ertel,

Nuts and Bolts Negotiation(HBR Article Collection, 2007)

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Documents

Negotiation Tirado 2.17.09