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The Political Frame
Negotiating Skills for Resolving Conflict
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 2
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 3
http://wwwj83com/print/pages/corn-ethanol-fuelphp
Mindless Adherence To Ideals
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 4
http://wwwj83com/print/pages/1972-israelphp
Status Quo
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 5
http://wwwclaybennettcom/pages2/recesshtml
Power Held By The Few
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 6
http://wwwnicholsoncartoonscomau/cartoon_244html
Posturing
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 7
bristolvademocratsorg/politicalcartoonsaspx
Hypocrisy
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 8
http://wwwclaybennettcom/pages2/gonzohtml
Pressure
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 9
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=6#showHeader
Competing Interests & Compromised Ethics
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 10
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=12#showHeader
Predators!
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 11
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
Coercion
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 12
The Political Frame
• Is NOT About:– Selfishness– Myopia– Incompetence– Individuals
• IS About:– Interdependence– Divergent Interests– Scarcity– Power Relations– Group Dynamic
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 13
Underlying Assumptions
• Coalitions• Enduring Differences• Scarce Resources• Conflict• Negotiation is Key
http://wwwnewyorkercom/humor/issuecartoons/2007/10/15/cartoons_20071008?slide=3#showHeader
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 14
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 15
• > 18% of a managers time is spend resolving conflict among employees
• That’s over 9 weeks a year!
(“Surviving Office Politics” Talent Scout April 16, 1998, Citing Study by Accountemps)
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 16
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 17
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 18
Use Negotiation When 2 Sides:
• Share an important goal • Have some differences• Are in a position to trade things
of value to opponent
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 19
Preparing to Negotiate • Define goals• Define opponent’s goals • Define the conflict. • Identify shared goals • Determine what can be
traded• Anticipate alternatives
• Define your BATNA• You are not weaker or
stronger than your opponents
• Identify shared goals• Identify what each sides
might trade to attain goals
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 20
12 Skills For Conflict Resolution 1. Win-Win Approach
2. Create Response
3. Empathy
4. Appropriate Assertiveness
5. Co-Operative Power
6. Managing Emotions
7. Willingness to Resolve
8. Mapping the Conflict
9. Develop Options
10. Intro to Negotiation
11. Intro To Mediation
12. Broaden Perspectives
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 21
Win – Win Approach• “I want to win, and I want you to win,
too”• Examine underlying needs• Recognize individual differences• Be open to adapt opinion• Attack problem, not person• "I'll do X for you -- you do
Y for me"
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 22
Conflicts Become Possibilities
• The Perfection Hat – sets up winners and
losers!
• The Discovery Hat– Is about Winners and
Learners!
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 23
Using Empathy
• Ask Questions• Check Back• Summarize• Inquire• Explore hidden premises
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 24
Using Empathy & Questions
If they say: You might ask:
"I can't" "What happens if you do?"
"They always" "Are there any circumstances in which they don't?"
"It's too many/ too much / too little/ too few"
Compared with what?
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 25
Assertiveness: The “I” Statement
• An "I" statement says how it is on my side; how I see it.
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 26
Co-operative Power: Responding to Resistance from Others
• Find options• Redirect to positive• Return to legitimate concerns
http://www.crnhq.org/windskill1.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 27
Managing Emotions:5 Questions to Ask Yourself
1. Why am I feeling so angry/hurt/frightened? 2. What do I want to change? 3. What do I need in order to let go of this feeling? 4. Whose problem is this, really? How much is mine? How
much is theirs? 5. What is the unspoken message I infer from the situation?
(they don't like me, they don't respect me)
http://wwwcrnhqorg/windskill1html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 28
Communicating Emotions: 5 Goals
1. Aim to avoid the desire to punish or blame.
2. Aim to improve the situation.
3. Aim to communicate your feelings appropriately.
4. Aim to improve the relationship and increase communication.
5. Aim to avoid repeating the same situation.
6. If communication is not appropriate, what other action can I take?
http://wwwcrnhqorg/windskill1html
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Projection• Seeing our own thoughts and feelings in the
minds and behavior of others and not in ourselves• To be willing to resolve, we need to acknowledge
our projection. : – Suppressed needs
– Unresolved personal history
– Unacceptable qualities
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 32
Negotiation Principles
• Be hard on the problem and soft on the person
• Focus on needs, not positions • Emphasize common ground • Be inventive about options • Make clear agreements
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 33
Third Party Mediators
• Be objective• Be supportive• No judging• Steer process, not content• Win/win
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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Steps in Mediation
• Open – Introduction– Agenda
• Establish– Overview– Details
• Move – Identify areas of
agreement.
– Focus on future action.– Develop options.– Build wins for everyone
• Close– Completion: Contracting. Plans
for the future, including appointed time to review agreement. Closing statements.
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 35
Broadening Perspectives
• Respect and value differences• Recognize a long term timeframe• Assume a global perspective.• Deal with resistance to the broader perspective• Open to the idea of changing and risk-taking
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 36
“Our vision is to create conflict-resolving community in a culture of peace and social justice. Conflict Resolution builds stronger and more cohesive organisations and more rewarding relationships. So we make Conflict Resolution skills, strategies and attitudes more readily and universally accessible. Most CRN material can be freely reproduced provided our copyright notice appears on each page. “
About The Conflict Resolution Network…
http://www.swlearning.com/marketing/gitm/gitm28-5.html
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October 24, 2007 Leslie Pirtle, MMG 512 JH01 37
• Politics is not always negative thing
• It arises from scarce resources and divergent interests
• It can be viewed as an opportunity
• Learning to be a caring, empathetic and savvy negotiator is critical
Conclusion
http://www.swlearning.com/marketing/gitm/gitm28-5.html