Networking
Networking
Process of developing mutually beneficial contacts through the exchange of information.
Common Values
Finding commonalities helps overcome the sense of “otherness.” People trust people who are similar to themselves.
Accommodate
The leader restores good relations by emphasizing agreement and downplaying disagreement.
Negotiation
Process by which two or more parties work together to reach agreement on a matter.
Emotional intelligence (EI)
Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
Aligned Interests
When individuals share a common purpose, they can see similarities and often find common ground to work together and to find commitment to stakeholders. Trust is possible to construct across differences in beliefs, experiences, or culture; it simply takes time and communication.
Assert/Compete
The leader imposes a solution. One side wins and the other loses—hence the term “win/lose” conflict resolution.
Soft Negotiation
Value the relationship more than the outcome and will back down on issues in the interest of reaching agreement—even if they are no longer getting what they need
Stakeholder concept
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.
Benevolence
A benevolent person is perceived as having genuine concern about another’s well-being, above or at least equal to his or her own interests.
Avoid
The leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved.
Hard Negotiation
Are committed to winning, even at the cost of the relationship. These negotiators may pursue position-based bargaining, which views negotiation as a zero-sum exercise and relies on parties staking out opposite positions and slowly making concessions until an agreement is made (or negotiations break off entirely).
Internal Stakeholder
Includes a number of roles in the organization
Capability/Competence
People must feel that an individual can deliver on commitments. People who over-promise or do not follow through do not merit trust.
Collaborate
The leader and those in conflict accept the fact that they disagree and look for a “third way,” a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as “win/win” conflict resolution.
Principled Negotiation
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
External Stakeholder
Those receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization
Predictability/Integrity
A trustworthy person reliably “walks the talk”—there is consistency between values and behavior. Occasional acts of integrity are not enough.
Compromise
The leader asks those in conflict to bargain—altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as “lose/lose” conflict resolution.
6 Phases of Negotiation
Preparation, Relationship Building, Information Exchange, Persuasions, Concessions, and Agreement.