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Win-win negotiation as it applies to the world of project management and business analyses is explored. This presentation includes tools for PM and BA practitioners.
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Dare to Win-Win:Dare to Win-Win:Conflict Resolution Tools Conflict Resolution Tools for Project Managers & for Project Managers &
Business AnalystsBusiness AnalystsRobin Levesque, Robin Levesque, MA,MA, RI, RI,
PMPPMP
PM BA
Sponsor
Peers
Team
Customers
ContractorsDirect
Reports
IndirectReports
Advisor
Sponsor’sPeers
SeniorLeadership
ExternalStakeholder
InternalStakeholder
Project Project ManagementManagement
LeadershipLeadership
NegotiationNegotiationCommunicationCommunication
© Robin Levesque
PSTT
!3) Tools
1) The Problem
2) The Solution
4) Tips
© Robin Levesque
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Noise
Communication Process Communication Process ModelModel
PositionsPositions
VillainVillain
PlotPlotVictimVictim
Source: The Joy of Conflict Resolution, Gary Harper
"A strongly held belief, opinion, or "A strongly held belief, opinion, or attitude as to 'how it is' or 'how attitude as to 'how it is' or 'how it should be'. An expectation it should be'. An expectation that there is only one way, one that there is only one way, one right outcome, one correct right outcome, one correct solution. A belief that truth is solution. A belief that truth is absolute and that you are the absolute and that you are the holder of that truth."holder of that truth."
Daraan Parry, Daraan Parry, Warriors of the HeartWarriors of the Heart
PSTT
!3) Tools
1)The Problem
- Noise - Positions
2) The Solution
- Get through noise - Shift from positions
4) Tips
© Robin Levesque
Ass
ertiv
enes
s
Cooperativeness
CompetingCompeting CollaboratingCollaborating
CompromisingCompromising
AvoidingAvoiding AccommodatingAccommodating
High
Low High
1) Conflict Management 1) Conflict Management StylesStyles
Source: Thomas-Kilman Conflict Mode Instrument
Self Assessment ToolsSelf Assessment Tools►Thomas-Kilmann Conflict Mode InstrumentThomas-Kilmann Conflict Mode Instrument►Communicating Styles Survey by Communicating Styles Survey by
Dr. Paul P. MokDr. Paul P. Mok►Parker Team Player SurveyParker Team Player Survey►Now Discover Your Strengths by Now Discover Your Strengths by
Marcus Buckingham and Donald O. CliftonMarcus Buckingham and Donald O. Clifton►Leadership Challenge LIP 360 by Leadership Challenge LIP 360 by
Kouzes & PosnerKouzes & Posner
Sources of ConflictSources of Conflict► Incompatible goalsIncompatible goals► Different values and Different values and
beliefsbeliefs► Task interdependenceTask interdependence► Scarce resourcesScarce resources► Ambiguous rulesAmbiguous rules► Communication Communication
problemsproblems► Resistance to changeResistance to change
2) Structural Conflict 2) Structural Conflict ManagementManagement
► Incompatible goalsIncompatible goals► Different values and Different values and
beliefsbeliefs► Task interdependenceTask interdependence► Scarce resourcesScarce resources► Ambiguous rulesAmbiguous rules► Communication Communication
problemsproblems► Resistance to changeResistance to change
► Superordinate goalsSuperordinate goals► Reduce Reduce
differentiationdifferentiation► Reduce dependenceReduce dependence► Increase resourcesIncrease resources► ClarifyClarify► Improve Improve
communicationcommunication► Change managementChange management
AudienceAudienceCharacteristicsCharacteristics
• • InterestsInterests• DemographicsDemographics• • PartnersPartners
CommunicatorCommunicatorCharacteristicsCharacteristics
• • CredibilityCredibility• • AAppearenceppearence
MessageMessageContentContent
• • Key MessagesKey Messages• Present all sidesPresent all sides• • Few argumentsFew arguments• • Emotional appealsEmotional appeals
Communicator MediumCommunicator Medium
3) Persuasive 3) Persuasive CommunicationCommunication
Richness of MediumRichness of MediumR
ichn
ess
Degree of Commitment and Involvement
Awareness• Newsletter• Video• Email
Understanding• Road shows• Videoconferencing• Intranet
Support• Seminars• Forums• Training courses• Appraisals
Involvement• Feedback Forums• Team Meetings• 3 way communication• Issue Brainstorming• Q&A’s
Commitment• Team Problem Solving• Task Groups• Leadership Involvement• Key Performance
Indicators• Focus Groups
4) Stakeholder Analysis4) Stakeholder Analysis
Low Interest High
Low
P
ower
Hig
h I II
III IV
Keep Satisfied
Keep Informed
Manage Closely
Monitor
5) Communications Plan 5) Communications Plan MatrixMatrix
ActivitiesActivities Comm.Comm. StakeholdeStakeholderr
MediumMedium TiminTimingg
Collect Collect weekly weekly statusstatus
Project Project Leaders, Leaders, TeamTeam
Project Project ManagerManager
Status Status report, report, team team review review mtg, mtg, emailemail
WeekWeek
Milestone Milestone ReportReport
Project Project ManagerManager
Sponsor, Sponsor, Steering, Steering, StakeholderStakeholderss
MS MS Project Project report, report, Review Review MtgMtg
MonthMonth
Information Information BulletinsBulletins
Comm. Comm. ManagerManager
StakeholderStakeholders, Publics, Public
WebWeb QuarteQuarterr
Etc.Etc.
StagesStages1. Set the framework & establish a
collaborative atmosphere2. Clarify & frame the issues 3. Explore & build understanding4. Form agreement
Justice Institute of BC
Getting to Yes• Separate the people from the problem• Focus on interests, not positions• Invent options for mutual gain• Insist on using objective criteria
Fisher, Ury & Patton
Prepare to Negotiate • Goals & Objectives• Persuasive communication• Know the “other side”• Develop a strong BATNA• Identify interests and potential solutions
Getting Past No• Go to the balcony• Step to their side• Reframe• Build them a golden bridge• Use power to educate
Ury
Toolkit• Anger management
• Active listening
• Open questions
• Clarifying
• Acknowledging
• Reframing
• I statements
• Paraphrasing
• Empathizing
• Summarizing
“In business as in life, you don’t get what you deserve, you get what you negotiate.”
Karrass
• Aspiration level
• Concession pattern
• Power exploitation
• Settlement time
© Robin Levesque
7) Getting To Yes7) Getting To Yes►Separate the people from the problemSeparate the people from the problem►Focus on interests, not positionsFocus on interests, not positions► Invent options for mutual gainInvent options for mutual gain► Insist on using objective criteriaInsist on using objective criteria
Fisher, Ury & PattonFisher, Ury & Patton
Suggested ReadingsSuggested Readings► Getting to YesGetting to Yes, Ury, Fisher, Patton, Ury, Fisher, Patton► Getting Past NoGetting Past No, Ury, Ury► The Seven Strategies of Master The Seven Strategies of Master
NegotiatorsNegotiators, McRae, McRae► The Seven Strategies of Master The Seven Strategies of Master
PresentersPresenters, McRae, Brooks, McRae, Brooks► The Joy of Conflict ResolutionThe Joy of Conflict Resolution, Harper, Harper► Crucial ConversationsCrucial Conversations, Patterson, Greny, , Patterson, Greny,
McMillan, SwitzlerMcMillan, Switzler
PSTT
!3) Tools
1)The Problem
- Noise - Positions
2) The Solution
- Get through noise - Shift from positions
4) Tips
© Robin Levesque
1.1. Self-Assessments Self-Assessments 2.2. Structural Conflict Structural Conflict
ResolutionResolution3.3. Persuasive Communication Persuasive Communication 4.4. Stakeholder AnalysisStakeholder Analysis5.5. Communication PlanCommunication Plan6.6. Negotiation ToolNegotiation Tool7.7. Interest-Based NegotiationInterest-Based Negotiation
1.1. Continuous Learning Continuous Learning 2.2. Prepare, prepare, Prepare, prepare,
prepareprepare3.3. Practice, practice, Practice, practice,
practicepractice4.4. Write it downWrite it down5.5. Just do it!Just do it!
www.dreamteamconsulting.cawww.dreamteamconsulting.ca