Son of Five Rivers Blog

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1 Minute on the Basics of Negotiation

TON: The Other Negotiator

Bargaining:   Win – Lose   |   Zero Sum   |   Distributive

Negotiation:   Win – Win    |    non-Zero Sum   |  Integrative

BATNA:   Best Alternative To A Negotiated Agreement

Mutual Adjustment:   Give to Get

Concession:   Trade Off

Intra Group Conflict:  Conflict in a group

Inter Group Conflict:  Conflict among Groups

SMART

Specific

Measurable

Achievable

Reliable

Trackable / Time

……………………

The Summary: Ne, Ni, Tr

Write down all the critical points and  information associated to your negotiation.   Once you’ve done that , simply place the appropriate  letters beside them (Ne, Ni, Tr).   This will help with the strategic analysis of your negotiation.   Having a game plan and doing your homework before going into a negotiation is one of the most important aspects, but many times the number one thing that is over looked.

Ne: Need to Have (Critical to Outcome)

Ni: Nice to Have (A Perk)

Tr: Trade Off  (Not Critical)

June 30, 2009 Posted by | A Thought | 1 Comment

Self-Assessment Tool: Conflict Handling Styles

The self-assessment tools are intended as a first step in helping you to define issues that may be important to your effectiveness in a leadership capacity.The value in these assessments is in answering them as honestly as you can, and then following through on the learning that they might indicate.Remember that leadership skills can be learned.  Your current assessment need not be the same as your future assessment.  Think of this as a learning opportunity.

Organizational and personal effectiveness are often influenced by how conflict is managed. How do you handle conflict in your life?

Instructions

Each numbered item contains two statements that describe how people deal with conflict. Distribute 5 points between each pair of statements. The statement that more accurately reflects your likely response should receive the highest number of points. For example, if response (a) strongly describes your behaviour, then record

5 a.

0 b.

However, if (a) and (b) are both characteristic, but (b) is slightly more characteristic of your behaviour than (a), then record

2 a.

3 b.

1. ____ a. I am most comfortable letting others take responsibility for solving a problem.
____ b. Rather than negotiate differences, I stress those points for which agreement is obvious.
2. ____ a. I pride myself in finding compromise solutions.
____ b. I examine all the issues involved in any disagreement.
3. ____ a. I usually persist in pursuing my side of an issue.
____ b. I prefer to soothe others’ feelings and preserve relationships.
4. ____ a. I pride myself in finding compromise solutions.
____ b. I usually sacrifice my wishes for the wishes of a peer.
5. ____ a. I consistently seek a peer’s help in finding solutions.
____ b. I do whatever is necessary to avoid tension.
6. ____ a. As a rule, I avoid dealing with conflict.
____ b. I defend my position and push my view.
7. ____ a. I postpone dealing with conflict until I have had some time to think it over.
____ b. I am willing to give up some points if others give up some too.
8. ____ a. I use my influence to have my views accepted.
____ b. I attempt to get all concerns and issues immediately out in the open.
9. ____ a. I feel that most differences are not worth worrying about.
____ b. I make a strong effort to get my way on issues I care about.
10. ____ a. Occasionally I use my authority or technical knowledge to get my way.
____ b. I prefer compromise solutions to problems.
11. ____ a. I believe that a team can reach a better solution than any one person can working independently.
____ b. I often defer to the wishes of others.
12. ____ a. I usually avoid taking positions that would create controversy.
____ b. I’m willing to give a little if a peer will give a little, too.
13. ____ a. I generally propose the middle ground as a solution.
____ b. I consistently press to “sell” my viewpoint.
14. ____ a. I prefer to hear everyone’s side of an issue before making judgements.
____ b. I demonstrate the logic and benefits of my position.
15. ____ a. I would rather give in than argue about trivialities.
____ b. I avoid being “put on the spot.”
16. ____ a. I refuse to hurt a peer’s feelings.
____ b. I will defend my rights as a team-member.
17. ____ a. I am usually firm in pursuing my point of view.
____ b. I’ll walk away from disagreements before someone gets hurt.
18. ____ a. If it makes peers happy, I will agree with them.
____ b. I believe that give-and-take is the best way to solve any disagreement.
19. ____ a. I prefer to have everyone involved in a conflict generate alternatives together.
____ b. When the team is discussing a serious problem, I usually keep quiet.
20. ____ a. I would rather openly resolve conflict than conceal differences.
____ b. I seek ways to balance gains and losses for equitable solutions.
21. ____ a. In problem-solving, I am usually considerate of peers’ viewpoints.
____ b. I prefer a direct and objective discussion of any disagreement.
22. ____ a. I seek solutions that meet some of everyone’s needs.
____ b. I will argue as long as necessary to get my position heard.
23. ____ a. I like to assess the problem and identify a mutually agreeable solution.
____ b. When people challenge my position, I simply ignore them.
24. ____ a. If peers feel strongly about a position, I defer to it even if I don’t agree.
____ b. I am willing to settle for a compromise solution.
25. ____ a. I am very persuasive when I have to be to win in a conflict situation.
____ b. I believe in the saying, “Kill your enemies with kindness.”
26. ____ a. I will bargain with peers in an effort to manage disagreement.
____ b. I listen attentively before expressing my views.
27. ____ a. I avoid taking controversial positions.
____ b. I’m willing to give up my position for the benefit of the group.
28. ____ a. I enjoy competitive situations and “play” hard to win.
____ b. Whenever possible, I seek out knowledgeable peers to help resolve disagreements.
29. ____ a. I will surrender some of my demands, but I have to get something in return.
____ b. I don’t like to air differences and usually keep my concerns to myself.
30. ____ a. I generally avoid hurting a peer’s feelings.
____ b. When a peer and I disagree, I prefer to bring the issue out into the open so we can discuss it.

Scoring

Record your responses (number of points) in the space next to each statement number below and then sum the points in each column.

Column 1

Column 2

Column 3

Column 4

Column 5

3(a)

____

2(a)

____

1(a)

____

1(b)

____

2(b)

____

6(b)

____

4(a)

____

5(b)

____

3(b)

____

5(a)

____

8(a)

____

7(b)

____

6(a)

____

4(b)

____

8(b)

____

9(b)

____

10(b)

____

7(a)

____

11(b)

____

11(a)

____

10(a)

____

12(b)

____

9(a)

____

15(a)

____

14(a)

____

13(b)

____

13(a)

____

12(a)

____

16(a)

____

19(a)

____

14(b)

____

18(b)

____

15(b)

____

18(a)

____

20(a)

____

16(b)

____

20(b)

____

17(b)

____

21(a)

____

21(b)

____

17(a)

____

22(a)

____

19(b)

____

24(a)

____

23(a)

____

22(b)

____

24(b)

____

23(b)

____

25(b)

____

26(b)

____

25(a)

____

26(a)

____

27(a)

____

27(b)

____

28(b)

____

28(a)

____

29(a)

____

29(b)

____

30(a)

____

30(b)

____

Total

____

Total

____

Total

____

Total

____

Total

____

Next, carry over the totals from the column totals and then plot your total scores on the following chart to show the profile of your conflict-handling styles. A total score of 36 to 45 for each style, such as the forcing style in column 1, may indicate a strong preference and use of that style. A total score of 0 to 18 for each style, such as the compromising style in column 2, may indicate little preference and use of that style. A total score of 19 to 35 for each style may indicate a moderate preference and use of that style.

Total

0

10

20

30

40

50

60

Column 1
(Forcing)

____

Column 2
(Compromising)

____

Column 3
(Avoiding)

____

Column 4
(Accommodating)

____

Column 5
(Collaborating)

____

0

10

20

30

40

50

60

Interpretation

The different conflict-handling styles can all be effective, dependent upon the situation. As they all incorporate degrees of concern for self versus concern for others, you can imagine the results when you exclusively use styles that only focus on you or the other party. Collaborating is the only style with a high concern for self and for others.

From Organizational Behavior by Hellriegel, Slocum, Woodman, and Bruning.  Reprinted with permission of ITP Nelson.

June 30, 2009 Posted by | Education | , | Leave a comment

Culture of Business

If people don’t like you, you won’t be successful in business!

Even if you are a person with the almighty go getter attitude and have an abundance of intelligence, if your not liked you wont’ be successful.  Your putting up walls and not providing the nourishment your soul will need at some point.

Be someone who be haves proper, who’s non judgmental, respectful, objective and not critical.

You don’t have to be an Einstein or a Genius to be Successful

We’ve all met people and said, how in the world has he made that much money, or how is he better off the men.   The reality is being Nice and having Perseverance can take you to the top.

Almost No Successful Business People are Happy!

If your a person who considers having lots of money as being successful.  The types of  successful people are DRIVEN until they die.  Very focused on making making money.  Very few have  real friends, but they can have more money then most people can contemplate.

When you succeed, everyone is your friend.

How many of those people will be your “friends” after you sell your business and are sitting at home on your deck sipping on lemonade? (I gave a best case example)

Take more Risk in your Personal Life

Make sure you focus on your personal life… work life balance is so important for executives, manager and business owners.  Make money isn’t so important!  Think about it 99.9% of the things that have lived on this earth are no longer here today! Remember that!

Make a small and simple commitment to your family.  Start with spending 5-10 minutes with each member every day, asking how there day went, or ensuring your always home for dinner with your family.

June 30, 2009 Posted by | Business, Family, Inspiration, Life | , , , | Leave a comment

Business Scars

Never look at your past experiences as failures.  

Risk and Failture come hand in hand…

it’s really learning to never make the same mistake twice… Failure happens along a journey…  Your going to learn, and you’ll regroup.   These scars are helping you earn that degree from the school of hardnox.

Learning the hardway will give you the character to avoid similar situations and avoid obstacles.

On the oppset end of Failure is simply Reconizing when something just isn’t working!   What I mean is.. if the patient is dead, at some point you should stop operating or trying to revive him or her.     Even though it may also seem like things are good in the shorter, keep looking longterm and it might make things to speach up and say we should shutdown or certain things should be sold off…

This is a risky career move and it takes some courage to say or do this… But your boss, manager, partner etc. will be better for it if this is the case.   It’s like turning yourself  into the failure dungeon at the right time, by being visionary. Divesting yourself from your business or project sometimes just makes financial sense, some may respect you for this or hate you for this.  Just remember ethics and values are sometimes more important then money though…   Whatever your decision in a situation like this, your business scars are those of a pioneers or a trendsetter.

Don’t avoid Failure, accept it gracefully when its in your face.  Sometimes failure will blind side us, this may unfortunately happen at least once in our life time where we truly didn’t see it coming.   We might have 100% of our energy, potential and heart in it…  but in reality this venture was to be stopped a long time ago… if not from the  start.    Walk away with the experience and knowing of what you need to do to be differently:   Needing better people,  fewer people, maybe more? More attention to financing & budgeting, or sales & marketing.   Not prepared enough for growth.  Wrong industry, not loving the work etc. etc.

Tips:

Take some quality time think through and challenge yourself before you take your Risk.   Times are changing, remember your computer your on right now, was pretty much considered obsolete after the first couple of months.  So all our of Sales Assumptions & Time to Market Assumptions should be challenged and then re-challenged.  This is a day and age, where things are changing at an astounding rate of change.  (Check out the DID You Know? Video on this blog to get a feel for how quick this world is changing… that’s if you need a reality check!)

Failure - Thomas Alva Edison

Fairlure

June 30, 2009 Posted by | A Thought | Leave a comment

Price as your Competative Advantage (No Way!)


You Won’t Survive in the Price Game!

It’s this simple… If you have your price as your competitive advantage you will fail!   Focus on Quality… Look at the simple stats of how many businesses succeed and fail within the first year…   One reason is because your not the only one who’s thought, I’ll just sell it for less…

You need to stop thinking like everyone else… because your not everyone else, your not a statistic… ? Think critically and continue to be unique, it’ll inspire you and more importantly your staff in more ways then just being creative.

This is what is called thinking Outside the Box:

Its a bit of a cliche, but how many times do we really practice what we preach? Rarely.  When you no longer allow the thought of pricing to be your competitive point, you’ve already trained your mind to start thinking differently and being more critical.

You might just start to reevaluate your financing… Or now you might just be forced to actually start speculating the numbers game.  My personal suggestion is whatever number you come up with, times it by two or three.   We all don’t need the same business scars.

Make a strategy and Focus in on it.  Perhaps developing the perfect Management Team, is the key to your success.   You need the right people working, so you can be working on your business and not in it.  This strategy will allow you to focus on innovation and visioning.  This is easier said then done… because we naturally fall into the trap of doing everything ourselves.

Your small, but always remember the competition is just another challenge.  Its not always the one who’s the biggest or the fastest that wins.  You can compete on many levels against the big businesses.

Focus, Vision and a mentality to Just Do It!

June 30, 2009 Posted by | Business Development, Entrepreneurship, Finance | | Leave a comment