Transcript Manager as Innovator and Broker

Problem Solving Strategies:
Principled Negotiations
Anatomy of a
Conflict: A
Framework for
Analysis
Structural-Systemic
Perspective
Emotional
Perspective
Interests
Perspective
Cognitive
Perspective
Structural
Interest
Cognitive
Emotional
Distribution of
Underlying
Beliefs
Fear
power &
resources
‘Built-in’
structural
inequalities
interests,
goals and
objectives
Schemas
Loss and
Frames
grief
Rage
Pathology
Goals
Justice
Integration or
compromise
Reframing
Healing
Conflict
Management
Techniques
Revolution
Negotiation /
mediation
Facilitated
contact
Truth-telling
Core
Concerns
Re-
distribution
Deconstruction
compromise
bargaining
win-win
Public
Acknowledgement
Forgiveness
Problems of Compromise
Claim Value
Create Value
Effectiveness Range
Competitive Moves
Divide Pie - Distribution
Cooperative Moves
Expand Pie - Joint Gains
Negotiation Strategies
 Hard
 Soft
 Principled
Getting to Yes (Fisher and Ury)
 Criteria

Wise agreement (meets legitimate interests of both
sides, resolves conflicting interests fairly, is durable, takes
community interests into account)


Efficient
Improve relationship
Method
 Separate the people from the problem
 Focus on interests, not positions
 Generate a variety of possibilities before
deciding what to do/invent options for mutual
gains
 Insist the result be based on some objective
standard
Separate the people . . .
 Exploring perceptions/ step into their shoes
 Position - Predetermined solution. “What” you
want
 Interest - Your desires, needs, and concerns,
underlying position.“Why” you want your solution
Interests
 Based on . . .

human need
Principles
Process
Use differences
as a natural
resource
Good
agreements
Attack Problems
Raise
Issues
Separate people
from the
problem
Results
Discover
Interests
Generate
Options
Test Against
Standards
Develop
Agreements
Good
relations
Respect People
Emotions
Communication
Understanding
Source: Adapted from Tomas Dunne. Center for Conflict Management. Internal Revenue Service.
Selecting and Clarifying Issues
•Gain agreement on what the issue(s) are
•Gain agreement on the sequence in which they will
be addressed
•Identify data that needs to be considered to make
high quality decisions
Source: Fisher, Roger and Ury, William (1981). Getting to Yes: Negotiating Agreement
Without Giving In. New York: Penguin Books.
Eliciting interests
•Technique 1: Reflective Listening
“You’re concerned about . . .?”
•Technique 2: Chunking
“If you were able to have your position,
what benefits would accrue, what
difference would it make, what would
having it do for you . . .?”
WHY?
Expand the pie
•Invent before you decide
•Brainstorm all possible solutions
Test Options Against Standards or
Objective Criteria
Examples:
•Fairness
•Workability
•Affordability
•Acceptability
BATNA
 Best alternative to a negotiated agreement