Negotiation Training - CDI for Psychiatry · Negotiation Training Why Negotiation Substantive...
Transcript of Negotiation Training - CDI for Psychiatry · Negotiation Training Why Negotiation Substantive...
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CAREER DEVELOPMENT INSTITUTE FOR PSYCHIATRY
A N DREA K U PFER S CHNEIDERP ROFESSOR O F L AW
M ARQUET TE U N IVERSITY L AW S C HOOL
APRIL 17 , 2019
Negotiation Training
Why NegotiationSubstantive expertise not enough
Communication infuse every aspect
Effective negotiators get more
Purposes of the TrainingTo Increase Awareness of Negotiation
To Share an Operational Framework
To Help Improve Your Skills
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Arm Exercise Rules1) No Talking!
2) Goal: As Many Points asPossible for Yourself
3) Get Points by TouchingPartner’s Arm to Table
Arm Exercise Lessons• Assume The Worst
• Assume Based On Past Experience
• Tend To Wait For Signal
• Different Assumptions Are Made
• Interests Not Necessarily Opposed
• Pie Can Be Expanded Or Shrunk
DYNAD EXERCISE➢Pull Out DYNAD Report
➢Note High & Low in Storm & Calm
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DYNAD EXERCISE➢Advantages
➢Disadvantages
➢Best Time to Use
➢Do These “Calm” Then “Storm”
Competing
Taking quick action
Making unpopular decisions
Standing up for vital issues
Protecting yourself
“My way or the highway”
CompetingAdvantages—
◦ Speed
◦ Decisiveness
◦ Preservation of important values
◦ Clarity
Disadvantages—
◦ Harmed relationships
◦ Loss of cooperation
◦ Lack of input or feedback
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Best to use in these contexts—
◦ When need quick decision
◦ When in charge and expected or needed
◦ When key values at stake
Best to use with these counterparts—
◦ With accommodating to get what you want
◦ With competing to defend
Competing
Accommodating
Showing reasonableness
Creating goodwill
Keeping “peace”
Retreating
“It would be my pleasure”
Advantages—
◦ Maintains appreciation from others
◦ Freedom from hassle and conflict (at least in the short-run)
◦ Defers to others
Disadvantages—
◦ Don’t get what you want
◦ Frustration for others who wish to collaborate
◦ Loss of respect from others
◦ Denies others benefit of healthy confrontation
Accommodating
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Best to use in these contexts—
◦ When issue is not that important
◦ When relationship is primary interest
Best to use with these counterparts—
◦ When others’ interests are primary
◦ When can “bank” accommodating
◦ With other accommodating styles
Accommodating
AvoidingLeaving unimportant issues alone
Reducing tensions
Buying time
Knowing your limitations
Allowing others ownership
Recognizing issues as symptoms
“I’ll think about it tomorrow”
Advantages—◦ Freedom from entanglement in trivial issues or
insignificant relationships◦ Keep focus on other interests◦ Preservation of status quo
Disadvantages—◦ Periodic explosions of pent-up anger◦ Residue of negative feelings◦ Stagnation and dullness◦ Loss of accountability or participation
Avoiding
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Best to use in these contexts—
◦ When interests unimportant
◦ When you don’t have energy or focus
Best to use with these counterparts—
◦ With competing (to negotiate over rules)
◦ When not want to engage with them
Avoiding
Compromising
Resolving issues of moderate importance
Reaching resolution with equal power and strong commitment
Creating temporary solutions
Dealing with time constraints
Backing up competing/ collaborating
“Let’s make a deal”
Advantages—◦ Relatively fast◦ Provides a way out of stalemate◦ Readily understood by most people◦ Builds atmosphere of calmness and reason
Disadvantages—◦ Mediocrity and blandness◦ Possibly unprincipled agreements◦ Likelihood of patching symptoms and ignoring causes
Compromising
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Best to use in these contexts—
◦ At end of dispute to bridge gap
◦ To help shift styles at the end
Best to use with these counterparts—
◦ To move competing to trades
◦ With other compromising
◦ With accommodating to give them something
Compromising
Collaborating
Integrating solutions
Learning
Merging perspectives
Gaining commitment
Improving relationships
“Two heads are better than one”
Advantages—◦ Builds trust in relationships
◦ High cooperation & compliance
◦ Merges perspectives
◦ High energy
Disadvantages—◦ Time consuming
◦ Distraction from other more important tasks
◦ Analysis paralysis
Collaborating
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Best to use in these contexts—◦ When buy-in is key
◦ When need lots of ideas
◦ When want team building
Best to use with these counterparts—◦ With other collaborators
◦ With competing to move them
◦ With compromising to move them to more creative
Collaborating
Understanding Your Style
Empathy
Assertiveness
Context Counterpart SkillStyle
Circles and Lines
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© Andrea Kupfer Schneider
Skills for Effective Negotiation
Ethicality
“The relationship between reputation, trust, reciprocity, and social benefit” by Phil Windley is licensed under CC BY -NC-SA 2.0.
Reputation
Trustworthiness
Trustfulness
Our trustworthiness & reputationo Research customs/expectations
o Know your own reputation
o Exhibit moral character
o Long-term view
o Consider how your behavior impacts
Building Trust of Us
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Their trustworthiness & reputation◦ Research their reputation
◦ Assess their moral character
◦ Check common connections
◦ Verification plans
◦ Build trust & manage distrust
Building Trust of Them
ExerciseTrust Falls!
Image courtesy of StockPhotoSecrets.com.
Social IntuitionKnowing yourself
Reading them
Responding to them
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Proximity
Mirroring
Eye contact
Physical contact
Pace
Tone
Humor
Metaphor
Elements of Social Intuition
Pass The Clap
FlexibilityOutcome Flexibility
Process Flexibility
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Process FlexibilityShifting Among Styles As Needed◦ Context
◦ Counterpart
Context CounterpartSkillStyle
Outcome FlexibilityRecognize Different Ways to Meet Interests◦ Brainstorming
◦ Preparation in Advance
◦ Suggestions from Others
Shopping Cart Exercise
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Shopping Cart
LessonsProcess?
How replicate?
Ideas Concerns Other Ideas
Cognitive
Emotional
“Empathy” by Sean MacEntee is licensed under CC by 2.0.
Empathy
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What do they think?
Their view of you & the situation
Reflecting & active listening
Questions/Inquiry
Cognitive
PerceptionsThe core challenge for effective communication is that we see things differently...
We reason from that data differently (what we think and feel)
We experience different data
We reach different conclusions based on those interpretations
Because:
How Perceptions Work3. Conclusions: What we
Believe based on how we think and feel
2. Reasoning: How what we see and hear makes us Think or Feel
1. Data: What we actually Seeand Hear
Everything that is said or done
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Video Watching Instructions
Please count the number of times the team in white successfully completes a pass (chest pass, bounce pass, etc.).
Please watch this silently—we will debrief after the video.
Notice anything unusual about this lung scan? Harvard researchers found that 83 percent of radiologists didn't notice the gorilla in the top right portion of this image
NPR, Alix Spiegel, Feb. 11, 2013
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How Perceptions Work
How We Reason, Interpret Data:
•We attach meaning to the data we select
•We make sense of meaning by telling a story -- Who is the hero, victim, villain, etc.
What We Conclude:
•We treat our stories as reality
•These stories form the basis for future data selection, reasoning
•Group dynamics reinforce biases
The Data We Select:
•We have different interests, expectations, biases
•We select conforming data
•We dismiss non-conforming data
How do they feel?
Motives
Reflect their emotions
Respond & pay attention
Close the negotiation well
Emotional
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Image courtesy of StockPhotoSecrets.com.
Knowledge
Presentation
Assertiveness
Goals & Aspirations
Limits
Criteria
Knowledge
Why Do Aspirations Matter?
Help determine what you ask for
Work harder at achieving goals
More patient
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Aspirations in Negotiation
Optimistic
Specific
Justifiable
Why Don’t Negotiators Do This?
Fear of disappointment
Lack of information
Lack of interest
Lack of skill
Talking in a way that helps them listen and be open to you
Presentation
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Guidelines for Speaking
3. Share your Conclusions:
“In turn, that led me to
believe…”
2. Share your Reasoning:
“Based on that [data], I thought…”
1. Share what you saw [Data]:
“My experience of what happened
was…”
Use the ladder of inference as your guide to telling your side of the story
Avoid Phrases That Inhibit Understanding
Always/Never
Should/Shouldn’t
Assumptions about their intentions
Labels
… but …
ReframeLet’s Go on Vacation…
o Yes, BUT…
o Yes, AND…
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Other Speaking TipsOutline your goals and main points on a post-it or note card that you can check easily
Do NOT end your sentence with a question
Use Silence—ask for what you want and be quiet
Do NOT bargain against yourself
Wrap-UpTop Lessons for the Day
Please Share One
CAREER DEVELOPMENT INSTITUTE FOR PSYCHIATRY
A N D R EA K U P F E R S C H NE I DE RP R O F ES S O R O F L A W
M A R Q UE T T E U N I V E RS I T Y L A W S C H O O LA N D R EA . S C H N E I D E R @M A R Q U ET T E . E D U
W W W. I N D I S P U TA B LY.C O M
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Negotiation Training