Handling Difficult Colleagues and Negotiation Skills

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Handling Difficult Colleagues and Negotiation
Skills
The British Association of Medical
Managers Delivered by Stuart Esworthy
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Matching the Right Behaviours to the Situation
HELPING
HINDERING
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Phases of a difficult incident

• Provocation
• Escalation
• Crisis
• Assault
• Recovery
• Depression

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Triggers

• Distraction
• Counter force or perceived force
• Heavy criticism
• Threats / advise
• Impatience
• Assumptions
• Hot spots

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Your responses to phases

• Your feelings
• Your responses

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Defusing tactics

• Self awareness
• Self esteem
• Early proportionate responses
• No nonsense approach
• Realism
• Choices provided for aggressor
• Best alternative to negotiated agreement
• Pro-activity
• Addressing their needs

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Assertive responses

• BE clear
• BE precise
• BE specific
• BE direct
• BE positive
• BE confident

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Signalling non-aggression

• Control breathing
• Reduce muscle tension / sit down
• Relaxed posture / body language
• Listen actively / open language
• Voice low and steady
• Show interest or concern
• Empathise

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Thomas Kilmann Conflict Model

• Model is based on two dimensions
• Assertiveness the extent to which you attempt
  to satisfy your own needs
• Co-operativeness the extent to which you
  attempt to satisfy the other persons needs

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Dealing with Conflict
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5 Conflict Handling Modes

• Competing ( high A low C) goal is to win
• Avoiding ( low A low C) goal is to delay
• Compromising ( mid A mid C) goal is to find
  common ground
• Collaborating ( high A high C) goal is to
  find a winwin solution
• Accommodating ( low A high C) goal is to
  yield
• Where A (assertiveness) and C (cooperativeness)

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Win win scenarios

• Expand the pie so both parties gain
• Based on interdependence one partys success is
  not achieved at the expense or exclusion of the
  other
• Parties can be very tough, yet the long term
  relationship remains positive builds trust
• Satisfying and workable outcomes for both
  parties
• Fit with NHS values Professional ethics
• Requires higher level of skill to achieve than a
  straight win/lose!

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Recognising Ego States
We may behave, think and feel in a way which
reflects our current situation or reaction
however, we have our own preferred normal style.
Learned from others
Make sure you make a note of this
It might come in handy if you made a note of
this
Here and now
Why do I always have to take the notes
From the past
Adapted from TA Today A new introduction to
transactional analysis (1996) Ian Stuart Vann
Joins. Lifespace Publishing
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Games Defined

• Interactions with others which have ulterior
  motives attached to them and lead to bad feelings
  / negative results
• This often manifests itself in blocked behaviour
  and repeated poor communication between
  individuals
• If this cycle not broken this leads to
  frustration, conflict and impasse

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Examples of Games

• Gotcha
• One-Upmanship
• Kick Me
• Blemish
• Harassed

• Martyrdom
• Rebuff
• Yes But
• Trust Me

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Remember!

• No Victim Means No Game

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The Drama Triangle
All 3 Drama Triangle roles are inauthentic i.e.
responding to the past rather than the here and
now
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Negotiations

• Clear on issues
• Red circle your must have points
• Contingency plans and concession options
• Best alternative to negotiated agreement
• Demonstrate empathy
• Summarise agreement
• Win win gives best buy-in

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Factors in effective negotiations

• Focus on interests not positions
• Common ground early agreements
• Stay positive
• Desired outcomes / negotiations stance
• Deadlines
• Flexibility / creative thinking
• Balance of power
• Compromise is OK?

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POTTER model of negotiation

• Planning
• Opening
• Talking perspectives
• Testing the deal
• Evidence
• Review

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• 1 Planning researching the issues to be
  negotiated and planning the agenda
• Understanding business needs and targets
• Researching the provider / supplier to find out
  their strengths and weaknesses
• Analysing the market situation
• Planning negotiation tactics
• 2 Opening establishing a relationship and
  setting the scene
• Communicating own expectations
• Creating a credible opening position
• Taking control
• 3 Talking perspectives obtaining information
  from the supplier
• Questioning and listening to assess the provider
  / suppliers position
• Testing how firm the supplier is on key points
• Probing for weaknesses in the suppliers
  arguments

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• 4 Testing the Deal persuading the supplier to
  move to their ultimate position
• Promoting and explaining your own viewpoint
• Challenging the suppliers assertions
• Using incentives and pressures to make
  concessions
•  5 Evidence / summarising closing the deal and
  ensuring you have shared agreement on next steps
• Articulating clearly what is agreed
• Specifying actions for both parties
• Clarifying what still needs to be agreed
• 6 Review making sure the deal lands and
  learning from the process
• Analysing the impact of the deal
• Communicating the deal internally, including
  actions and responsibilities
• Reviewing the process what went well, what
  needs to be improved next time

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1. Planning Negotiation Tactics

• Define the overall Purpose of the negotiation
• Collect the information you will need
• Define your objectives
• Ideal
• Target
• BATNA
• Anticipate their needs V wants
• Assess what the opponent is likely / can offer
• Calculate the value and cost of concessions
• Rehearse your arguments ie H2 build up a package
  which leaves room for concessions to be traded

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Best Alternative to a Negotiated Agreement
BATNA!

• Approach another provider / supplier
• Finding an alternative
• Walk away point
• Have range of other options
• Understand the others BATNA
• Consider symbiosis of partnership
• Remember the better defined your BATNA, the more
  leverage you have in the process

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How can I help the other side give me what I
need?
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H2 Run a negotiation meeting

• Control
• Introducing the meeting
• Sticking to the agenda
• Clarify roles
• Ask others early to hand over documents
• Close down distractions
• Confidence
• Being brisk and business-like
• Being assertive
• Demonstrating energy

• Climate
• Being professional
• Emphasising the importance of the meeting
• Match tone / body language to the topic

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3. Testing Probing to Understand Others
Situation

• Opportunity to exchange information
• Listen to the Provider / Supplier -understand his
  perception of wants, needs, priorities
  restrictions
• Identify weaknesses in the others case
• Identify areas of commonality, discussion points

Danger point signalling too much
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H2 Question Listen

• Seek views and increase understanding
• Open up with Open Questions
• What changes have you made?
• What new developments are on the way?
• How have you been affected by the recent
  downturn?
• Probe to find out more
• Ask follow-through questions to find out
  underlying causes and implications
• Why is that important to you?
• What will be the specific impact on costs?
• What made you decide to do it that way?
•  
• Empathise
• Show empathy to encourage further disclosures
• You must be very disappointed about what has
  happened.
• You sound excited about the new developments.
• Thats clearly making things very difficult for
  you at the moment.

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H2 Question Listen

• Challenge
• Ask challenging questions to test how much the
  person will divulge
• Which other companies are you talking to about
  this product?
• Id heard you were thinking of leaving is
  that true?
• Silence
• Use silence to encourage the person to tell you
  more
• Use open body language to encourage the other
  person to carry on
• Summarise
• Check your understanding by paraphrasing what
  the person has said
• So you think the machine is too slow, too old
  and its not worth repairing
• Youre going to be focusing attention on one
  brand, because of its growth potential.

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Win/Win A Reminder

• Expand the pie so both parties gain
• Based on interdependence one partys success is
  not achieved at the expense or exclusion of the
  other
• Parties can be very tough, yet the long term
  relationship remains positive builds trust
• Satisfying and workable outcomes for both
  parties
• Fit with NHS values Code of Conduct
• Requires higher level of skill to achieve than a
  straight win/lose!

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4. Reaching a Deal Trading Concessions

• Identify acceptable alternatives
• Define possible exchanges of concessions
• Get the Supplier to be explicit Value Cost
• Hypothetical proposals - what else might be
  possible
• Counter - propositions if useful
• Express how you feel about propositions made

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4. Reaching a Deal Rules for Concessions

• Dont make a concession 1st
• Always make it conditional i.e. If we were to do
  X, we would be Looking Y
• Focus on the substantial points and avoid tit
  for tat approach
• Think value! Am I gaining more for less?
• Some points are worth defending NOT up for
  trading
• Know when to stop and close .law of
  diminishing returns!

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Reaching a Deal Using Incentives and Pressures
to gain concessions

• Positive incentives
• If you agree to do a weekend clinic, then we
  will see if others can cover your Fridays.

• Negative pressures
• If patient care does not improve, then we will
  have to consider other doctors covering the extra
  sessions.

The Deal
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H2 Close the Deal

• Shared
• Understanding
• Resources
• Execution

• Ask the supplier to summarise what has been
  agreed
• Write up on a flipchart the specifics
• Explain why each element is important the mutual
  benefits
• Clarify what resources you will each commit
• Check the supplier has the capability to deliver
  against commitments
• Confirm whether there are additional resource
  implications
• Clarify the milestones and the next steps with
  names and dates
• Check body language and ask how the supplier is
  feeling
• Agree how you will measure success
• Specify how the agreement and the action plans
  will be confirmed in writing

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Leadership Styles
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(No Transcript)
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Surviving change
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The Cultural Web
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