Anchor
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an offer that is at the aspiration point, or slightly more aggressive. The
expectation is that the
anchor pulls or secures an agreement close to one's aspiration point.
Fostering understanding of Other's views
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, One of the strongest barriers encountered
in negotiation and mediation is the inability or unwillingness of the
negotiators
to "see" the problem from their opponent's point of view. A skilled mediator
can assist in overcoming this obstacle by using empathy. Empathy is
understanding
another's situation, feelings, and motives. It's the ability to put oneself in the
other
person's position and walk a mile in their shoes. Understanding the other
side's point
of view doesn't mean the mediator shares, agrees, or even sympathizes
with it. Empathy
merely provides new perspectives that may open options previously
hidden.
"I" Messages
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let speakers know how they are making you feel, why you feel that way,
and what the speaker can do to remedy the situation. This is a
nonthreatening approach that usually
doesn't put the speaker on the defensive. "I" messages are used when
communication is difficult
because of the intense emotions being directed at you. Negotiators, after
being verbally attacked, also
use this technique to refocus the speaker.
Readiness
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the ability to decide when it's in your best interest to negotiate an
agreement rather than
to continue a dispute. Even when it's decided to negotiate, failure to
, proceed sensitively can jeopardize
negotiations.
Unfreezing (Phase 1)
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is intended to motivate your subordinates and help get them ready for
change This is often the most neglected, yet essential element of any
organizational change.
Kepner-Tregoe(KT) Corporation
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Their decision-making model is comprised of four distinct processes (e.g.,
situation appraisal, problem analysis, decision analysis, and potential
problem analysis) and is designed to assist you in making sound decisions.
Mirroring (or Reflecting)
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, This is the technique of repeating the last word or phrase spoken in the
form
of a question. This asks for more input without guiding the direction of the
speaker's thoughts and
elicits information when you do not have enough to ask a pertinent
question. Mirroring is useful when
you are at a loss for words.
Risk Analysis
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The last step of decision analysis is when you review your selection and
determine four things: •• Is there anything I overlooked? • Are there any
potential issues as a result of a need? •• Is there a possibility that my choice
is invalid? If so, how severe are the implications? •• Is there anything that
might prevent me from being comfortable with my choice?
MSgt Smith leads a unit whose mission is being hampered by resistance from the local
villagers.
Smith meets with a village elder to explain his concern. The elder says, "The villagers
are poor and
in need of food and medicine, and your patrols disrupt their ability to work." Smith
responds, "I can
help with food and medical care. However, the patrols must continue." The elder
replies, "It may
help to reduce the disruption to work if we knew your patrol times." Smith replies,
"Due to security
reasons, I cannot give you that information." The elder says, "The villagers can help
gather intelligence
and share their knowledge of the terrain." Nodding his head Smith says, "That
information
could help us minimize disruptions to the villager's daily routine." After a couple of
Give this one a try later!
an offer that is at the aspiration point, or slightly more aggressive. The
expectation is that the
anchor pulls or secures an agreement close to one's aspiration point.
Fostering understanding of Other's views
Give this one a try later!
, One of the strongest barriers encountered
in negotiation and mediation is the inability or unwillingness of the
negotiators
to "see" the problem from their opponent's point of view. A skilled mediator
can assist in overcoming this obstacle by using empathy. Empathy is
understanding
another's situation, feelings, and motives. It's the ability to put oneself in the
other
person's position and walk a mile in their shoes. Understanding the other
side's point
of view doesn't mean the mediator shares, agrees, or even sympathizes
with it. Empathy
merely provides new perspectives that may open options previously
hidden.
"I" Messages
Give this one a try later!
let speakers know how they are making you feel, why you feel that way,
and what the speaker can do to remedy the situation. This is a
nonthreatening approach that usually
doesn't put the speaker on the defensive. "I" messages are used when
communication is difficult
because of the intense emotions being directed at you. Negotiators, after
being verbally attacked, also
use this technique to refocus the speaker.
Readiness
Give this one a try later!
the ability to decide when it's in your best interest to negotiate an
agreement rather than
to continue a dispute. Even when it's decided to negotiate, failure to
, proceed sensitively can jeopardize
negotiations.
Unfreezing (Phase 1)
Give this one a try later!
is intended to motivate your subordinates and help get them ready for
change This is often the most neglected, yet essential element of any
organizational change.
Kepner-Tregoe(KT) Corporation
Give this one a try later!
Their decision-making model is comprised of four distinct processes (e.g.,
situation appraisal, problem analysis, decision analysis, and potential
problem analysis) and is designed to assist you in making sound decisions.
Mirroring (or Reflecting)
Give this one a try later!
, This is the technique of repeating the last word or phrase spoken in the
form
of a question. This asks for more input without guiding the direction of the
speaker's thoughts and
elicits information when you do not have enough to ask a pertinent
question. Mirroring is useful when
you are at a loss for words.
Risk Analysis
Give this one a try later!
The last step of decision analysis is when you review your selection and
determine four things: •• Is there anything I overlooked? • Are there any
potential issues as a result of a need? •• Is there a possibility that my choice
is invalid? If so, how severe are the implications? •• Is there anything that
might prevent me from being comfortable with my choice?
MSgt Smith leads a unit whose mission is being hampered by resistance from the local
villagers.
Smith meets with a village elder to explain his concern. The elder says, "The villagers
are poor and
in need of food and medicine, and your patrols disrupt their ability to work." Smith
responds, "I can
help with food and medical care. However, the patrols must continue." The elder
replies, "It may
help to reduce the disruption to work if we knew your patrol times." Smith replies,
"Due to security
reasons, I cannot give you that information." The elder says, "The villagers can help
gather intelligence
and share their knowledge of the terrain." Nodding his head Smith says, "That
information
could help us minimize disruptions to the villager's daily routine." After a couple of
