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Chapter 18 ThirdParty Intervention

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Conciliation the least intrusive. Mediation allows for substantive input from third party. ... Feelers should guard against taking personal affront. PRENTICE HALL ... – PowerPoint PPT presentation

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Title: Chapter 18 ThirdParty Intervention


1
Chapter 18Third-Party Intervention
2
Third-Party Intervention
  • Conciliationthe least intrusive.
  • Mediationallows for substantive input from third
    party.
  • Arbitrationtakes control out of parties hands.
  • Litigationtake control out of parties hands.
  • Many courts require arbitration prior to trial.

3
  • No downside to using conciliation or mediation
    other than the cost.
  • The worst outcome is another opinion that can be
    accepted or rejected.
  • Parties maintain all control and options.

4
  • Labor-management negotiations require observance
    of laws and special requirements.
  • The principles of human behavior applicable to
    negotiation generally apply to labor-management
    negotiation.
  • However, certain behavior is illegal, such as
    refusing to negotiate on certain subjects.

5
Requisites For Using Third-Parties
  • Non-competitive attitude
  • Openness
  • Potential for negotiation to bring a result
    better than your OTNAs

6
  • Continue to use your best interpersonal and
    persuasive skills with third-party
    interventionists.
  • Competitive or aggressive tactics with
    third-party interventionists is not recommended.

7
Skills to Intervene
  • Independence
  • Credibility
  • Top-notch interpersonal skills
  • Emotional intelligence
  • Unlimited patience

8
Chapter 19Using Your Personal Negotiating Power
9
Using Your Personal Negotiating Power
  • The approach most often appropriate is
    collaborative.
  • Temperament affects tactics that may be
    successfully employed.
  • Select tactics that feel natural.
  • Select tactics appropriate to the individuals
    involved and issues presented.

10
Matching Personality and Temperament to Style
and Tactics
  • High need for affiliation, high self-monitoring,
    and high emotional intelligence are conducive to
    effective collaborative negotiation.
  • Tact, diplomacy, and good listening are conducive
    to effective collaborative negotiation.
  • The use of distractive tactics likely feels
    natural for the harmonizer and action seeker.
  • Bracketing is likely natural to a pragmatist.

11
Potential Blind Spots
  • Extroverts should likely work on listening
    skills.
  • Type As should likely work on developing
    patience.
  • Highly competitive persons should likely work on
    being open-minded and seeking common ground.
  • Thinkers should guard against rigid thinking.
  • Feelers should guard against taking personal
    affront.

12
Predicting Behavior
  • Distractive tactics like diversion and feinting
    may work well on harmonizers and action seekers.
  • Distractive tactics will not work well with
    controllers and pragmatists.
  • Reversal and withdrawal will not be well received
    by harmonizers.
  • Reversal and withdrawal are effective on
    pragmatists and controllers.

13
Predicting Behavior (continued)
  • Controllers and pragmatists will find it
    difficult to accept forbearance.
  • Controllers and pragmatists are extremely
    susceptible to extrapolation.
  • Pressure tactics may generate destructive
    conflict with controllers and pragmatists.
  • Pressure tactics will likely go unnoticed when
    used on harmonizers and action seekers.

14
The Problem Counterpart
  • Fractionizebreak the problem into smaller
    issues.
  • Re-framepresent a different perspective.
  • Find another ACE.
  • Disengage, seek higher authority.
  • Assertively confront.

15
Negotiating in Competitive Systems
  • The best way to persuade is through
    collaborationeven in competitive systems.
  • Aggression and manipulation are not
    collaborative.

16
Negotiating in Avoidant Systems
  • COLLABORATION!

17
Chapter 20Post-Negotiation Evaluation
18
Indicia of Successful Negotiation
  • Both sides feel successful.
  • Both sides are able to and intend to honor the
    agreement.
  • In cases where no agreement was reached, both
    sides feel that the failure was the result of
    issues and not the unreasonableness of or tactics
    used by the other party.
  • No party bears personal animosity toward another
    party.
  • No party fears any negative repercussion from the
    others.
  • Each side is amenable to dealing with the other
    in the future.

19
Post-Negotiation Evaluation
  • If no agreement was reached, was the decision to
    terminate appropriate?
  • Did you effectively adapt to new information?
  • Do you have an option that is better than what
    you left on the table?
  • Did negotiations terminate due to substantive
    impasse?
  • Did negotiations terminate due to personality or
    communication difficulties?

20
Post-Negotiation Evaluation (continued)
  • Were you adequately prepared?
  • Did you use tactics that were comfortable for
    you?
  • Did the tactics work well for you?
  • Did you react appropriately to tactics used by
    your counterparts?
  • What types of power did you use?
  • Did you react appropriately to power used by your
    counterparts?

21
  • After each negotiation you should also ask
  • Could I have done any better?
  • What did I learn about myself and about
    negotiation?
  • What would I do differently if I could repeat
    this negotiation?

22
Personal Excellence Progress
  • Evaluate your PEP after each negotiation.
  • Effective negotiation skills require attention
    and practice.
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