THE SATISFACTION TRIANGLE - The Aurora Project · A Simple Measure for Negotiations and Decision...
43
1 The perception and production of British English vowels and consonants by Arabic learners of English. Bronwen G. Evans a *, Wafaa Alshangiti b , *Corresponding author: [email protected], Tel., +44 20 7679 4089 a Dept Speech Hearing and Phonetic Sciences, Division of Psychology & Language Sciences, Chandler House, University College London, London, WC1N 1PF, United Kingdom. b King Abdulaziz University, English Language Institute, Jeddah, Saudi Arabia Abstract This study investigated the perception of British English vowels and consonants by native Saudi Arabic learners of English from a range of proficiency levels. Twenty-six participants completed consonant and vowel identification tasks in quiet and noise. To investigate if predicted difficulties with vowel perception were also present in production, participants also recorded vowels embedded in words and read a short story. The results demonstrated that all learners were better able to identify consonants than vowels in quiet and noise, with more experienced learners outperforming early learners. Although learners were likely able to rely on mapping non-native to native categories when identifying consonants, there was some evidence that they had started to establish new vowel targets. This appeared to start early in learning but even highly experienced learners continued to find vowels with no direct Arabic counterpart difficult. Additionally, there was some evidence for a link between perception and production: vowel perception was better in those who had more accurate production. Overall, the results shed light on problematic phonemic contrasts for Arabic learners, and suggest that though learners may be able to establish new phonetic categories early in learning, other contrasts continue to remain difficult even for highly experienced learners. Keywords Second language learning, Speech production, Speech perception
Transcript of THE SATISFACTION TRIANGLE - The Aurora Project · A Simple Measure for Negotiations and Decision...
THE SATISFACTION TRIANGLE
A Simple Measure for Negotiations and Decision Making When setting up negotiations or decision making processes people have three interdependent needs that must be carefully considered in order to achieve agreements and decisions that will last. These three needs are represented in the following diagram termed the Satisfaction Triangle.
EMOTIONAL
How people feel about things
PROCEDURAL
How people talk about things
The thor
Key Points: Procedural Needs are about: • the opportunity to have • the opportunity to put fo• the opportunity to both l• having confidence in inf Emotional Needs are about: • personal and emotional• how people feel about w• how people feel about th Substantive Needs: • the material things and • can be both tangible, e.
respect, consideration.Pnegotiate and the how o
Indigenous Facilitation and Mediation Pand Decision Making. (Unpublished). NAboriginal and Torres Strait Islander Stu
SUBSTANTIVE ings people are negotiating
making decisions about
a "fair go" rward own point of view isten and be listened to ormation, protocols and meetings.
aspects people bring to the negotiating table hat is being negotiated for emselves during and after the negotiations.
issues people are negotiating about g. money, time, rights, possessions; or intangible, e.g. eople are very often just focused on what they need to f how to negotiate isn’t seen as really that important.
roject. 2004. The Satisfaction Triangle: A Simple Measure for Negotiations ative Title Research Unit, Australian Institute of dies, Canberra.
People may often say things like “We’ve got to get some runs on the board”, “We’ve got to deliver some outcomes”, “We need to be seen to be doing something”. This places an immense amount of pressure on people to get down to business and reach agreements. Yet if people’s emotional and procedural needs aren’t also considered and dealt with, agreements will break down, or in many instances won’t be achieved. Taking time to get the process right and to consider the emotional impact is a sensible use of time and resources.
Getting agreements or outcomes is reasonably easy – getting them to last and to work is the real trick. And getting them to last and work depends on addressing people’s substantive and emotional and procedural needs. Procedural Issues The procedures and protocols for a negotiation or decision making process will affect how those involved feel about the process and how they see the issues being considered. Case History An organization is tasked with developing a fact sheet about a proposed negotiation process. They decide the information is on eleven other fact sheets and that it is too much work to develop one fact sheet that summarises the information. They put the information on the web but when asked to mail it out to people send all eleven fact sheets. Whose needs is this organization considering? • the need of people who don’t have internet access; • the need of people who want the information accessible in one simple easy to read
fact sheet; • the need of people to feel they are being dealt with openly and transparently; • the need of the organization to save work in the short term. It is highly likely that the organization is generating a climate of mistrust by making it hard for people to get information. The process they have adopted for getting information to people generates a strong emotional response – people feel the organization is unfair, deceitful, making it hard for them and they are unlikely to trust any substantive outcomes produced or recommended by the organisation. The types of concerns about process and procedure that might people have, include: • Is there adequate preparation time? • Who determines the time frames? • Who sets the agenda?
Indigenous Facilitation and Mediation Project. 2004. The Satisfaction Triangle: A Simple Measure for Negotiations and Decision Making. (Unpublished). Native Title Research Unit, Australian Institute of Aboriginal and Torres Strait Islander Studies, Canberra.
• Is all the information available to everyone at the same time? • Are all groups resourced to participate? • Are appropriate people at the table? - your group and other groups? • Where are the meetings to be held, e.g. on country or at the company’s offices –
what impacts might this have? • If representatives are used is there enough time to allow them to consult with those
they represent? All these questions and more will be considered by people. They all lead to a sense of whether the process is fair or not. Reliable protocols and rules amongst all the parties are necessary for people to feel confident that things are really fair and that they will be treated fairly and that they can be confident in the results of the negotiation or decision-making process. Procedural issues produce EMOTIONAL issues
PROCEDURAL ISSUES
How people feel about how things
are talked about and dealt with …
SUBSTANTIVE ISSUES
Can people negotiate about things if these
questions and feelings aren't sorted out to their satisfaction
EMOTIONAL ISSUES
If people feel the procedures and terms of the negotiation don’t
seem fair.
… will influence how
people see SUBSTANTIVE
issues
… will influence how
people see SUBSTANTIVE
issues
Indigenous Facilitation and Mediation Project. 2004. The Satisfaction Triangle: A Simple Measure for Negotiations and Decision Making. (Unpublished). Native Title Research Unit, Australian Institute of Aboriginal and Torres Strait Islander Studies, Canberra.
Emotional Issues Everything that happens in a negotiation or a decision making process communicates messages to everyone involved. It may also communicate unintended messages and this will have consequences for the substantive negotiations. Case History Lawyer Y was responsible for heading up a legal team that successfully opposed Group Xs rights and interests. A year later Group X is in negotiation with Group B about a completely unrelated matter. Group B employ Lawyer Y to negotiate with Group X on their behalf. Group X decide not to negotiate. How was Group X feeling? • insulted that Group B had chosen Lawyer Y? • angry that Group B were so insensitive? • doubtful that the negotiations would be in good faith? People’s emotional concerns and personal feelings about the things being discussed in negotiations will affect how they see issues of procedural fairness and accountability, and how they approach the issues being negotiated. The range of emotional concerns that people may bring includes: • Are the discussions honest and in good faith? • Are people being recognised and respected • Are other stakeholders trying to understand how each group or individual sees
things • Feelings about previous relationships and interactions. Emotional issues are not useless baggage that hinders agreement making. They are a vital part of the substantive concerns being brought to the negotiating table. How they are dealt with communicates the level of respect and recognition accorded to the people involved.
Indigenous Facilitation and Mediation Project. 2004. The Satisfaction Triangle: A Simple Measure for Negotiations and Decision Making. (Unpublished). Native Title Research Unit, Australian Institute of Aboriginal and Torres Strait Islander Studies, Canberra.
Emotional issues produce PROCEDURAL issues
SUBSTANTIVE ISSUES
Can or will people negotiate, if how they
feel about things hasn’t been taken into
account?
EMOTIONAL ISSUES
How people feel about the things being discussed.
Indigenous Facilitation and Mediation Project. 2004. The Satisfaction
Influences how people see substantive
issues
For negotiation and decision making processes to beasking the following questions: • What are the procedural needs? • What are the emotional needs? • How are these needs impacting on the substa• How can these needs best be dealt with and a• How well do the ways in which these needs ar
meet the needs of the people involved? • What more would be helpful?
Remember: How people perceive things to be, is often as i
than how things actua
and Decision Making. (Unpublished). Native Title Research Unit, AuAboriginal and Torres Strait Islander Studies, Canberra.
PROCEDURAL ISSUES People’s feelings and
emotional concerns effect how and what they want to
talk about.
Triangle: A Simple Measure for Negotiations
Influences how people see substantive
issues
successful it is important to keep
ntive discussions? ddressed? e being dealt with and addressed,
mportant, if not more important, lly are.
stralian Institute of
The Satisfaction Triangle is a on-going cycle It is important to recognise that emotional, procedural and substantive issues continue to impact on and affect each other throughout the negotiation and decision-making process. Emotional issues will produce procedural concerns, how those procedural concerns are dealt with may alleviate or exacerbate people’s initial emotional concerns, all of which will affect how they see the substantive negotiations. Likewise, procedural issues will continue to have ramifications throughout the process, particularly if people feel the process is lacking in transparency or fairness. If they feel this way then they are unlikely to feel that any substantive outcomes produced are fair. The implications of this for those involved in managing negotiation or decision-making processes is that there needs to be an opportunity to continually review and reflect upon the procedural and emotional issues that are raised by or affecting stakeholders. To get agreements that last all aspects of the Triangle, or rather all the needs that people bring to the table, must be managed and addressed.
Indigenous Facilitatioand Decision Making.Aboriginal and Torres
AIATSIS acknowAssociates, Bouland Rhiân Willia
EMOTIONAL ISSUES
n and Mediation Project. 2004. The Satisfactio (Unpublished). Native Title Research Unit, A Strait Islander Studies, Canberra.
ledges the work of Chris Moore froder, Colorado, the South Australianms in the development of this resou
PROCEDURAL ISSUES
SUBSTANTIVE ISSUES
and so on …
n Triangle: A Simple Measure for Negotiations ustralian Institute of
m Community Dispute Resolution Aboriginal Legal Rights Movement rce.
