10 Guidelines For Effective Negotiation Skills

Never enter into any agreement or negotiation from a point of desperation. The moment you show how desperate you are, you disarm yourself of the bargaining power. The value of the transaction will be compromised by your appetite & apparent desire. Rather stand back, gather yourself & your thoughts & reschedule the talks. Often we place a price tag on goods based on our needs. No one desires to spend more than the real value of product or service. As african businessmen, politicians and the like we have missed the power of effective negotiation hence time, value and resources have gone to waste. Where we potentially could have reaped $millions, we have settled for a few $thousands which of course could pay a few bills and get an economy going. Question stands whether we adequately calculate and plan and prepare for negotiations, deals or agreements or we see the dotted line as the partying of the red sea, an imminent breakthrough and forget the fine print. I have watched with great interest how sudden bursts of joy at the signing of mergers between companies and political parties, even churches have turned into a series of mourning experiences as the dotted and signed document is activated. Before you can have the famous handshake to signal an agreement, consider your actions closely. Decisions you make at this point have long lasting effects on where your organization will be in the next foreseeable future. Realize that those who have entrusted you with the negotiations responsibility bank on you to make decisions in the best interest of the organization.

Here are a few negotiation guidelines

• Do some research and investigations on the other party before the meeting. Check trade references and outcomes of previous agreements the other party entered into. Use your checklist of non-negotiable to determine if you should proceed with negotiations. It may not be necessary to enter into any negotiation if the other party fails the "non-negotiable" test in advance.

10 Guidelines For Effective Negotiation Skills

• Prepare questions in advance which seek to get clarity on any clauses on documents you have previously received. Get your legal representative to look into and review contracts or agreements. Preparation entails anticipating questions and answering them before you engage. It entails presenting your best case and alternatives when called for hence it is important. There is nothing wrong in preparing for a stalemate position and how to break beyond it.

• Go into major meetings with a witness(es) or people who can help with discussion. This could be your Personal Assistant or senior Manager in your team. You may need someone who can give you hints and tips. Someone whom you can use eye contact with to determine whether you should proceed or not. Sometimes when you are alone negotiating with a panel you lose on the basis of numbers as you may have 5 active brains thinking ahead of you.

• Do not rush to make the decision - Always look at the negotiating party directly in the eye and avoid being bullied into making a decision here and now. The push must never be just to ensure the agreement is signed off without the parties taking ownership of the decisions they are making. Whenever there is a rush, it must flag within you that there could be something hidden in the agreement. Take your time. You don't have to sign instantly.

• Understand the time factor - There is always a time conducive enough for negotiations to take place. You will not negotiate effectively when you are in a hurry or when there is fatigue on either side of the negotiation table. Depending on how tense the negotiations can be, it is healthy to call for a "time out" so that you regain yourself.

• Avoid emotional bargaining - Separate your own emotions from the issue being negotiated on. When you become angry or over excited you lose your composure and negotiating power.

• Avoid attacking the person but look at the matter under negotiation - There is a tendency to address personalities at the expense of the matter under discussion or negotiation. While it is important to know the kind of person you are negotiating with, the issue on hand supersedes personalities.

• Pay attention to detail - In the event that you get documents in the meeting without prior reading, it is important to read the fine print or give a specialist within your team to scrutinize while you discuss. The fine print is usually the source of all problems in any negotiation.

• Be prepared for compromise - Before you get into a negotiation process, you should know both your best case and worst case scenarios, the benefits and demerits of each case. You should obviously start the negotiation by putting on the table your best case. As you bargain, a little bit of compromise is necessary but not to go below your worst case scenario. I have heard it said that "in a negotiation, both parties must leave feeling like they won some and lost some".

• Never make your desperation apparent to the other party - It is important to do a SWOT analysis of yourself and your team that you are going with. Once you know your strengths, you will not let someone with no deep knowledge of the current issue on the table lead the discussion. Do not expose the weaknesses you may have as the other party will ride on that making your proposal futile.

"Your ability to negotiate, communicate, influence and persuade others to do things is absolutely Indispensable to everything you accomplish in life"
Brian Tracy, American self-help author

10 Guidelines For Effective Negotiation Skills
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Rabison Shumba is a young African entrepreneur who has interests in Information and Communication Technology, Agriculture and Mining. He is also a motivational speaker, trainer and author. His book, The Greatness Manual and various online articles are tools for personal and professional development. Together with 100 other Career Experts, Rabison co-authored the 101 Great Ways to Enhance your Career. Rabison has a personal vision of impacting the lives of children in marginalized communities by creating platforms for career counsel and guidance, information empowerment and capacity building through the Greatness Factory Trust, where he currently holds the position of Chairman of the Board of Trustees and Acting Executive Director. He is actively involved in the organization of career enhancement and guidance colloquiums to propel and inspire both young and mature professionals to greatness. His areas of expertise include strategy, leadership, personal and professional development. Rabison is married to Jackie, and they have two daughters. They reside in Harare, Zimbabwe. http://www.greatnessmanual.com or http://www.lulu.com/spotlight/rshumba

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Six Steps For Negotiation Preparation

The most commonly overlooked aspect of negotiation is preparation. We say things like, "We're just in the negotiation stage of the deal ..." There is no more profitable expenditure of time than the time spent preparing to negotiate. Here's your checklist:

Know what you want and don't want ... Most of us have a general idea of what we want or want to avoid in a deal. Unfortunately, general objectives tend to render general results ... leading to second guessing and dissatisfaction. Instead, write a paragraph describing in detail what you want and don't want from the transaction, then, edit this description furiously until it is laser focused and precise. When we are crystal clear on our objective(s) and rationale(s) for their acquisition, we are most likely to achieve desired results. Know what your counterpart wants and doesn't want ... Now do the same for your counterpart. Write the description of what your opposite is looking for and seeking to avoid. This exercise tends to be a real stumper ... and eventually a real eye-opener. Knowing our counterpart's goals, objectives, and sought after results helps us see commonalities that lead to creative solutions.Know what concessions you are willing to give ... What must you absolutely achieve to consummate a successful bargain? What terms, conditions, extras could you live without? Every great negotiator knows there must be give and take on both sides for agreements that make sense.Know your alternatives ... Remember when you bought your first car? Mine was a 1956 T-Bird. The ,guy I bought mine from told me, "I like you and want to sell you the car ... but there's another person coming over in 30 minutes who also wants the car." Wow, did the dynamics of the negotiation shift on the spot. Having an alternative vendor or supplier really helps your level of confidence.Know your counterpart and your subject matter ... A lot of information is available to us on personality styles, body language, and neuro-linguistic programming. Remember transactions take place between people ... and people view the same facts and appeals differently. Subject matter is simple ... Know it cold-there is no excuse for being ill informed ... and lost credibility is rarely recovered.Rehearse You know how to get to Carnegie Hall! It's the same road to negotiation success - Practice - Practice -Practice! Attend swap meets and flea markets ... They are wonderful opportunities to sharpen your skills. Remember use it or lose it! Most negotiators rarely, if ever, thoroughly prepare to negotiate. But this is the magic! Try this checklist before you negotiate ... Your returns will improve dramatically.

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Six Steps For Negotiation Preparation

Six Steps For Negotiation Preparation
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As a California Criminal Trial Lawyer with 28 years of courtroom experience, JOHN PATRICK DOLAN has handled everything from traffic tickets to death penalty murder cases. Dolan is a recognized California State Bar Certified Specialist in Criminal Law and a true courtroom veteran. He is AV (highest) Martindale-Hubbell rated.

As an author, JOHN PATRICK DOLAN has written twelve, best-selling books, including his classic Negotiate like the Pros™. He is a recognized international authority on negotiation and conflict resolution. And, just to show that he does not take himself too seriously, he is also the co-author of the wildly popular Lawyer's Joke Book™.

A communications veteran, John Patrick Dolan is a radio broadcaster and television legal news analyst appearing frequently on Fox News Channel, MSNBC, and Court TV. He has also been honored by the National Speakers Association as a member of the Professional Speakers Hall of Fame.

In addition to his professional legal experience, John Patrick Dolan serves as CEO of LawTalk™ MCLE, Inc., a continuing legal education company.

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Negotiation Skills for Business

Every time we engage in conversation with another individual we are generally negotiating a view, discussion or action. Everyone has different filters from which they perceive the world or their surroundings. These filters are developed throughout one's life as they grow from a child to an adult. Some of the main influences that can develop one's filters are parents, friends, family, social environment, religion, school and experience. As these filters are molded every individual brings a different view point to a negotiation or business discussion. Understanding the angle or view of an individual with whom you are negotiating is key to laying the foundation to work towards a viable solution.

One of the more widely known methods of understanding human negotiation psychology is the Thomas-Kilman Conflict Mode Instrument, also known as the (TKI). This model asserts that an individual's behavior falls along two basic dimensions: assertiveness - the extent to which the individual attempts to satisfy his or her own concerns and cooperativeness - the extent to which the individual attempts to satisfy the other's person's concerns. This instrument then places an individual into five different style methods when it comes to dealing with conflict.

The first negotiation style is competing. Competing is an assertive and uncooperative, power-oriented style. Most individuals that fall into this category tend to pursue their own interests at the expense of other's using whatever methods they can to win the negotiation. The next style is collaborating. Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with other individuals to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals to find an alternative that meets both sets of concerns. Collaborating between two individuals can take the form of exploring a disagreement to learn from each other's insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to their conflict.

Negotiation Skills for Business

The next style is compromising. Compromising is generally right in the middle of the assertiveness and cooperativeness dimensions. When compromising, parties look to seek a mutually acceptable solution that can benefit all parties involved. Compromising might mean splitting the difference, exchanging concessions, or seeking a common ground position. However, compromising can also mean that both parties are giving up something to meet on the middle ground and this is not always a positive.

Another type of style is avoiding. Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. The individual is generally side-stepping the true conflict at hand. They generally find ways to withdraw or postpone an issue to avoid a threatening or intense situation. The last style of the five mentioned in TKI model is accommodating. The accommodating style is generally unassertive and cooperative. Generally, an individual that has an accommodating style will neglect his or her own concerns to satisfy the concerns of others. An accommodating style will just accept the view or stance of others and does not try too hard to push their own objectives onto others.

Once an individual identifies what method of negotiation they often fall into, then they can begin to understand what some of their strengths and weaknesses may be during a negotiation. All the different styles or methods have different strengths and weaknesses associated with them.

Competing can be valuable at times when a decisive action is needed and that individual is not afraid to take control of the situation and make an immediate decision. However, some of the negatives of this style are that a lot of the competing individuals always fight for influence and respect. They may not even have the best solution or not know the answer but often push their opinion on others and act more confident that they feel. This style or method can also cause those around you to inquire less about information or opinions and everyone will be less likely to learn from the negotiation or conflicts.

Collaborating seems to be one of the more effective negotiation methods. The main strength of the collaborative style is that they generally find integrative solutions and adhere to the concerns of both parties because they understand that some items may be too important to compromise. This style can also be very good at merging insights from a variety of people with very different perspectives on an issue or problem. This method can also be viewed as a style that still is able to accomplish all their objectives without rolling over the other parties involved. They are able to gain commitment by incorporating everyone's concerns into a consensual decision.

The weaknesses in this style are fairly limited. However, every negotiation or conflict is different so there will always be times when one method will be better suited for that negotiation. The weakness in always collaborating during a negotiation is that it can take a lot of time and effort. There may be situations where you do not have the luxury of time and effort. Some negotiations don't require advanced solutions or the time it can take to understand the ultimate goals and viewpoint of every individual involved in the negotiation.

Everyone has heard the old saying that it is always best to compromise. However, when truly analyzing this method more in depth that may not always be the case. In a compromise all parties involved are giving up something to help the other achieve their goal. Even in a compromise where the results are considered to be Pareto optimal, individuals would still have to give up some of their ultimate goal to have all the others achieve the optimal position for all parties involved. This style can also lead some to unintended costly compromises of principles, values, long-term objectives, or company welfare. The main benefit of this style as many are aware is that it often satisfies the needs of all parties involved in the negotiation. It can also be a good way to achieve a quick resolution to a complex issue.

Avoiding generally has more of a negative connotation to it than some of the other negotiation styles. However, there can be at times, some advantages to the avoidance method of conflict. This can be a viable way to solve a conflict or negotiation if the potential costs of confronting a conflict outweigh the benefits of its resolution. It can also be used if an issue is not important enough to address and time will be wasted if the negotiation about the issue even begins to ensue.

Last but not least in the methods of negotiating is accommodating. Accommodating can often help a negotiation in the future because if one accommodates to others' needs initially they may be viewed very favorable right away by the others involved. Accommodators are also good at reading situations and can realize when they are wrong. They often can allow better positions or decisions to be considered, able to learn from others and demonstrate that they are caring and reasonable to others needs. However, if one is always accommodating then they may be sacrificing many of their beliefs or ultimate goals just to appease the other parties involved.

After one begins to understand the method or style he or she may fall into then it is time to understand the some of the steps needed to reach an agreement. The first step is to understand everyone's goals or objectives. After one is able to understand the other parties motives than they can begin to understand the needs of each individual and starting negotiating towards a common ground. A key in beginning to uncover an individual's needs and form a common ground is to start to ask some open ended questions.

After gaining a strong understanding of the other parties needs then we can begin to understand how closely their needs fall in line with our objectives. In a lot of situations you can start by gaining agreement on a collaborative effort to solve the problem and fulfilling each party's needs. Then once trust has been established and the other party understands that you are not only searching to obtain your own objectives but also helping them to reach theirs it will become easier to negotiate more of the greater details.

The next step after understanding the other party's needs and working towards a common ground is to start surveying the options available to you. An option can be a possible agreement or part of an agreement that can satisfy either party's objectives. By beginning to explore different options both parties will be able to see different solutions to the problem coming to the table. When you create different options you are create value to the negotiation and building blocks to move the negotiation further down the continuum.

Most of the best negotiations are those in which a number of options have been explored. The first resolution to a conflict is not always accepted and not necessarily the best option for all parties involved. The more options that are generated, the greater the chance that one of them will mutually and effectively satisfy the differing needs of all parties involved. Often, by understanding each other's needs, one can begin to formulate some possible ways to execute a strategy that better solutions and give you some more creative bargaining power.

The key behind developing options in a negotiation is to take organized approach at understanding each parties needs and creating a range of options that can fulfill most of them. To do this one must always come to a negotiation with an open mind. If you do not try to understand the other individual's viewpoints then you will never be effectively working towards a strategy that will fulfill both of your goals. The more options you begin to create, the more room or leverage you will have in that negotiation. To create these options you have to continually remind yourself of the needs and common grounds of the other party and also remember to take into account differences in perception or the filters that were mentioned in the beginning of this paper.

The next items to understand in creating options are timing and risk. Some individuals enjoy the rush of risk and have to make tough decisions in a limited amount of time while others cannot stand the idea of it. Everyone has a different tolerance for risk and they are also different on the speed in which they operate, take action and make decisions. When dealing with any of these scenarios in a negotiation the best action is to try and accommodate the timing involved in the decisions that have to be made.

According to Roger Fisher and Danny Ertel, authors of Getting Ready to Negotiate, when people have several of something, they value the last one somewhat less than those that came before. Fisher and Ertel also state that differences in the marginal value to each party, of some of the goods under negotiation, can create opportunities to improve the overall value they each receive. There is no guarantee that these value creating trade-offs will work in every negotiation. However, if one strives to create good options, prepare in advance, and carefully consider opportunities that create value, then possibilities will become available.

As described by William Ury in his book, Getting Past No, an independent standard is a measuring stick that allows us to decide what a fair solution is. Some common standards include: market value, fair and equal treatment, laws, precedents that have been established in the past. Standards can be utilized when one begins to work or negotiate with a new customer. By establishing certain standards it can help to form the common ground in the negotiation that was mentioned earlier in the paper. Without setting standards the negotiation can have no boundaries and will only make it more difficult to come to a viable solution.

Negotiations always differ in complexity and content. Understanding the different style or methods used by different individuals will help to identify their needs and wants. After understanding the needs and wants it is then time to form the common ground. Once common ground is established in the negotiation then it is time to present the options that will help all parties involved achieve their most viable solutions. Keeping an open mind and always trying to understand the argument from the other individuals' viewpoint will always help achieve the main objectives in a negotiation. A good quote by John Lubbock encompasses a lot about negotiations, "what we see depends mainly on what we look for." By keeping an open mind during any negotiation one may be able to find new possibilities that he or she did not even know existed.

Negotiation Skills for Business
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Works Cited

Roger Fisher and Danny Ertel. Getting Ready to Negotiate. Penguin Books. 1995.
K. Thomas and R. Killman, The Conflict Mode Instrument. (Tuxedo Park, NY: XICOM, 1974). Negotiation 6th Edition. Roy J Lewicki, David M. Saunders, Bruce Barry.
Ury, William. Getting past No. Bantam Books. 1993.

This article was written by Jeff Shjarback.
http://www.tradestock.net

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The Key to Successful Cross Cultural Negotiation

INTERNATIONAL BUSINESS NEGOTIATIONS

The impact of international business in domestic markets compels us to ask a question: How can we survive in this global playing field, and what can we do to run our businesses more effectively?

Nowadays, businesses of all sizes search for suppliers and customers on a global level. International competition, foreign clients and suppliers may become a danger, but they may also create huge opportunities to develop our business. The increasingly global business environment requires managers to approach the negotiation process from the global business person's point of view.

The Key to Successful Cross Cultural Negotiation

This approach includes aspects which are usually unimportant in domestic negotiations. Some of the components of a cross cultural negotiation process are more complex and difficult, but will increase our success in avoiding barriers and failures in the international business arena.

When doing business internationally, we need to consider:

The negotiating environment Cultural and sub-cultural differences Ideological differences Foreign bureaucracy Foreign laws and governments Financial insecurity due to international monetary factors Political instability and economic changes

If we consider the fact that negotiating with our fellow citizen is not an easy task due to many individual differences, it would be reasonable to suggest that negotiating with foreigners may be even more difficult. The way we perceive and create our own reality may be completely different to our counterpart's way of thinking, behaving and feeling. Unfortunately, knowledge of any foreign language is not enough to face and solve the problem. Language is a cluster of codes used in communication which, if not shared effectively, can act as a barrier to establish credibility and trust.

We need more effective tools, and the most important is knowledge of all factors that can influence the proceedings. Nations tend to have a national character that influences the type of goals and process the society pursues in negotiations. This is why specifying and understanding cultural differences is vital in order to perform successfully in inter-cultural communication. As we better understand that our partners may see things differently, we will be less likely to make negative assumptions and more likely to make progress when negotiating.

Factors influencing cross-cultural negotiations:

Negotiating Goal and Basic Concept:

How is the negotiation being seen? Is mutual satisfaction the real purpose of the meeting? Do we have to compete? Do they want to win? Different cultures stress different aspects of negotiation. The goal of business negotiation may be a substantive outcome (Americans) or a long-lasting relationship (Japanese).

Protocol:

There are as many kinds of business etiquette as there are nations in the world. Protocol factors that should be considered are dress codes, number of negotiators, entertainment, degree of formality, gift giving, meeting and greeting, etc.

Communications:

Verbal and non-verbal communication is a key factor of persuasion. The way we express our needs and feelings using body language and tone of voice can determine the way the other side perceives us, and in fact positively or negatively contributes to our credibility.Another aspect of communication relevant to negotiation is the direct or indirect approach to exchanging information. Is the meaning of what is said exactly in the words themselves? Does "...it's impossible" really mean impossible or just difficult to realise? Always use questions to identify the other side's needs, otherwise assumptions may result in you never finding common interests.

Risk-Taking Propensity: Uncertainty Avoidance:

There is always risk involved in negotiations. The final outcome is unknown when the negotiations commence. The most common dilemma is related to personal relations between counterparts: Should we trust them? Will they trust us? Certain cultures are more risk averse than others, e.g. Japan (Hofstede 1980). It means that less innovative and creative alternatives are available to pursue during the negotiation, unless there is a strong trust-based relationship between the counterparts.

View of Time:

In some cultures time is money and something to be used wisely. Punctuality and agenda may be an important aspect of negotiation. In countries such as China or Japan, being late would be taken as an insult. Consider investing more time in the negotiating process in Japan. The main goal when negotiating with an oriental counterpart is to establish a firm relationship, which takes time. Another dimension of time relevant to negotiation is the focus on past, present or future. Sometimes the past or the distant future may be seen as part of the present, especially in Latin American countries.

Decision-Making System:

The way members of the other negotiating team reach a decision may give us a hint: who we shall focus on providing our presentation. When negotiating with a team, it's crucial to identify who is the leader and who has the authority to make a decision.

Form of Agreement:

In most cultures,only written agreements stamp a deal. It seems to be the best way to secure our interests in case of any unexpected circumstances. The 'deal' may be the contract itself or the relationship between the parties, like in China, where a contract is likely to be in the form of general principles. In this case, if any unexpected circumstances arise, parties prefer to focus on the relationship than the contract to solve the problem.

Power Distance:

This refers to the acceptance of authority differences between people. Cultures with low power distance postulate equality among people, and focus more on earned status than ascribed status. Negotiators from countries like Britain, Germany and Austria tend to be comfortable with shared authority and democratic structures. When we face a high power distance culture, be prepared for hierarchical structures and clear authority figures.

Personal Style:

Our individual attitude towards the other side and biases which we sometimes establish all determine our assumptions that may lead the negotiation process towards win-win or win-lose solutions. Do we feel more comfortable using a formal or informal approach to communication? In some cultures, like America, an informal style may help to create friendly relationships and accelerate the problem solving solution. In China, by comparison, an informal approach is proper only when the relationship is firm and sealed with trust

Coping with Culture

Negotiating in the international environment is a huge challenge for any negotiator. How do we cope with the cultural differences? What approach is more efficient and proper when dealing with Japanese, Americans or Germans? There are some very helpful guidelines we can apply (Salacuse, 1991):

Learn the other side's culture:

It is very important to know the commonest basic components of our counterparty's culture. It's a sign of respect and a way to build trust and credibility as well as advantage that can help us to choose the right strategies and tactics during the negotiation. Of course, it's impossible to learn another culture in detail when we learn at short notice that a foreign delegation is visiting in two weeks' time. The best we can do is to try to identify principal influences that the foreign culture may have on making the deal.

Don't stereotype:

Making assumptions can create distrust and barriers that expose both your and the other side's needs, positions and goals. The way we view other people tends to be reserved and cautious. We usually expect people to take advantage of a situation, and during the negotiations the other side probably thinks the same way, especially when there is a lack of trust between counterparts. In stead of generalising, we should make an effort to treat everyone as individuals. Find the other side's values and beliefs independently of values and beliefs characteristic of the culture or group being represented by your counterpart.

Find ways to bridge the culture gap:

Apart from adopting the other side's culture to adjust to the situation and environment, we can also try to persuade the other side to use elements of our own culture. In some situations it is also possible to use a combination of both cultures, for example, regarding joint venture businesses. Another possible solution is to adopt a third culture, which can be a strong base for personal relationships. When there is a difficulty in finding common ground, focusing on common professional cultures may be the initiation of business relations.

The Key to Successful Cross Cultural Negotiation
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Michael Zieba is the Founder of The Strategic Negotiation Institute (SNI)
http://www.strategicneg.com

Gain unparalleled negotiation skills at The Strategic Negotiation Institute.

Our core competency is to help organisations save money, increase profits and maximise the value of their negotiations. Specialists in sales, procurement and executive negotiations, we design and deliver customised business negotiation solutions that go far beyond conventional negotiation wisdom and unlock unconventional value.

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Conflict Resolution Strategies in the Workforce

Conflict in the work environment is inevitable. When two or more people have to work together and combine ideas, the doorway of conflict is ever open. The goal is to learn how to use conflict as a tool that can benefit the whole, rather than destroy it and the idea of concern. A team must have a common goal of success (Temme and Katzel, 1995). Several strategies have proven to be beneficial tools when resolving these destructive conflicts.

Conflict is defined as a disagreement or disharmony that occurs in groups when differences regarding ideas, methods, and members (Wisinski, 1993), are expressed. These differences, however, do not have to result in a negative outcome. Used properly, the group can become closer and more aware of each other's differences. With respect for one another, the group can combine ideas and be more successful in the end.

Administration is ultimately responsible for recognizing a conflict, instilling conflict resolution strategies, and for making sure these strategies are executed successfully. In order for a school administration for example, to achieve this goal, it needs to be aware of the types of conflict: constructive and deconstructive. Constructive conflict is beneficial to teams. This style focuses on the issue while continuing to keep respect for other teammates. Teammates will exhibit flexibility, supportiveness, and cooperation among each other. Commitment to success for the team is apparent. Deconstructive conflict, on the other hand, exhibits selfish behaviors of personal attacks, insults, and defensiveness. No flexibility is present within the team, and competition between the teammates is high. Avoidance of conflict is obvious (UOP, 2004)

Conflict Resolution Strategies in the Workforce

Many outside influences may cause or add to conflict. Limited resources (UOP, 2004) can cause stress between coworkers. If a teacher is worried about the lack of resources for his or her students, for example, he or she may demonstrate a high level of stress. This, in return, may influence any slight friction shared with other faculty. Differences in goals and objectives (UOP, 2004) cause tension between staff as well. For example, one teacher's focus may be on sports and recreational equipment, while another is more dedicated to academics and updated texts. This difference of goals for the students may cause extra tension and conflict between staff.
Miscommunication (UOP, 2004) may cause conflict between staff. Two teachers with the same goal may not explain their points clearly to one another. If messages are not clear, confrontation and conflict will more-than-likely be the outcome. Teachers who share different attitudes, values, and perceptions (UOP, 2004) open the door for conflict. Similar to teachers with differing goals, attitudes, goals, and perceptions that differ cause immense stress for the entire faculty and staff. Lastly, personality clashes (UOP, 2004) are probably the most common issue between a group, and possibly the most easily to overcome. If dealt with on a mature, adult mentality, personality differences should not influence one's work environment or the group's goals. Lack of training, lack of accountability, and favoritism by administration (First Line, 2007) can also cause conflict. Teachers and school other faculty need to keep the most important aspect of their work (the children) in focus. As adults, they are responsible for their own actions and behaviors.

The ability to recognize the type of conflict allows administration to direct the conflict accordingly with the goal of a positive outcome, rather than spiraling into destruction. After recognizing the type of conflict, management (or administration) can choose from three different resolution methods: the "4 R's" method, the A E I O U method, and the Negotiation method.

First, the "4 R's" method (UOP, 2004) stands for: Reason- The leader is responsible for finding out if the feelings concerning the conflict are expressed differently within the team. One must also pinpoint any personal situations present between the staff. Finally, the leader must clarify if the team is aware of her stand; Reaction- The leader is responsible to rate how the group is reacting to one another. One should determine if the conflict is constructive or destructive. Once determined, the leader is to decide if the conflict can be transformed into constructive conflict, if destructive originally; Results-Leaders now should explain the consequences of this conflict. The entire team, including the leader, needs to determine whether the conflict is serious enough to affect the goal or outcome; Resolution- Finally, the entire team is to discuss all possible methods that will assist in achieving a successful resolution, and which one is best. The "4 R's" method takes teams through a resolution process, step-by-step. This style assists in the evaluation of the situation, and gives assistance in redirecting the conflict to a positive outcome.

Second, the A E I O U model (Wisinski, 1993) stands for: A- Assume others "mean well; E- Express one's feelings; I- Identify what you would like to happen; O- Outcomes you expect are made clear to the group" (UOP, 2004); U- Understanding by the group is on a mature level. This model communicates one's concerns to the group clearly. Suggestions of alternative methods are expressed to the group in a non-confrontational manner. By keeping a calm attitude, the administration is telling the group that it wants the group to be successful.

Thirdly, the Negotiation method (UOP, 2004) focuses on a compromising attitude. Separating each person from the problem allows each teammate to focus on the group's interest rather than their personal positions. This technique creates opportunity for a variety of possible solutions to be reached. The leader is responsible to express the importance of an objective outlook when choosing a solution. Through the negotiating technique, everyone knows the problem, and the goal, and everyone is willing put his personal feelings aside to reach that mutual goal (Krivis, 2006).

Another type of strategy known as the NORMS method helps the administrator, or leader, stay objective while dealing with a conflict in the work environment. NORMS stands for (Huber, 2007): N-Not biased or personal interpretation; O-Observable, situation is seen and touched or experienced by staff; R-Reliable, two or more people agree on what took place; M-Measurable, parameters of conflict can be distinguished and measured; S-Specifics are not subjective, but objective and non-confrontational. By following the NORMS, one can observe the situation with an objective outlook. Therefore, he or she can assist the team with the conflict with the proper focus of bringing the team together and resolving the conflict as well as benefiting from the experience.
Each method promotes a friendly environment that welcomes different ideas. The differences can ultimately benefit the whole group as well as the project or situation at hand. Temme and Katzel state, "For a teambuilding effort to work... management must be sincere in its resolve to see to see the teambuilding process through." (Calling a team a team, 1995).

As an administrator, or leader, one is responsible to direct the team towards cohesion and compatibility. This goal can be achieved during a conflict by representing each team member equally, recognizing the problem, listening to each concern with an equal level of importance and respect. In order to reach an agreement and collaborative goal, each teammate, or employee, is to respect others for his or her different opinions and objectives, but keep an open mind as well. Conflicts can be beneficial to a team, as it brings new ideas and outlooks to the table. Clear communication and an open mind can turn a conflict into a benefit rather than a burden.

Conflict Resolution Strategies in the Workforce
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References

Petit, Ruth. (2007, August 20). A mix of teachers; [Chicago Edition], Chicago Tribune. Chicago, III, p. 18. Retrieved September 15, 2007, from ProQuest multiple database.

Huber, B. (July, 2007). Maintenance and Operations Conflicts. Rock Products, 110 (7), 16-16. Retrieved September 8, 2007, from Academic Search Premier database.

How does your team handle conflict?. (August, 2007). First Line, Retrieved September 9, 2007, from Business Source Complete database.

Krivis, Jeffrey. (2006, Autumn). Can we call a truce? Ten tips for negotiating workplace Conflicts. Employment Relations Today (Wiley), 33(3), 31-35. Retrieved September 15, 2007, from Business Source Complete database.

University of Phoenix. (2004). Learning Team Toolkit. Retrieved September 8, 2007, From http:/ecampus.phoenix.edu.

Wisinki, J. (1993). Resolving conflicts on the job. New York: American Management Association, pp. 27-31. Retrieved September 5, 2007, from UBSCOhost database.

Summer Willis writes about various team building strategies tips.

Team Building by Summer Willis

Other helpful site:

http://wilsum.thebestbizreview.com/

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Top 20 Common Interview Questions and Answers

First and foremost congratulations if you have an interview! That in itself is commendable, so now you just want to make sure you come across in the best possible light. I have been asked numerous times what to do in preparation for interviews. Whilst there is no way of predicting exactly what you will be asked, here are 20 common questions that tend to come up. This is by no means an exhaustive list. The purpose is to illustrate the importance of preparation and refreshing your memory regarding specific projects and situations.

1- Tell me about yourself. This is probably the most asked question in an interview. It breaks the ice and gets you to talk about something you should be fairly comfortable with. Have something prepared that doesn't sound rehearsed. It's not about you telling your life story and quite frankly the interviewer just isn't interested. Unless asked to do so, stick to your education, career and current situation. Work through it chronologically from the furthest back to the present.

2- Why are you looking for another job (or why did you leave your previous job)? On the surface this appears to be a simple question, yet it is easy to slip. I would suggest not mentioning money at this stage as you may come across as totally mercenary. If you are currently in employment you can say it's about developing your career and yourself as an individual. If you are in the unfortunate position of having been downsized stay positive and keep it brief. If you were fired you should have a solid explanation. Whatever your circumstances do not go into the drama and detail and stay positive.

Top 20 Common Interview Questions and Answers

3- What do you know about this organisation? Do your homework prior to the interview. Doing the background work will help you stand out. Find out who the main players are, have they been in the news recently? You're not expected to know every date and individual yet you need to have a solid understanding of the company as a whole.

4- Why do you want this job? This questions typically follows on from the previous one. Here is where your research will come in handy. You may want to say that you want to work for a company that is x, y, z, (market leader, innovator, provides a vital service, whatever it may be). Put some thought into this beforehand, be specific and link the company's values and mission statement to your own goals and career plans.

5- Who are our main competitors? This shows you really understand the industry and the main players. Think about a few and say how you think they compare; similarities, differences. This is a good opportunity to highlight what you think are the company's key strengths.

6- What would your previous co-workers say about you? This is not the arena for full disclosure. You want to stay positive and add a few specific statements or paraphrase. Something like "Joe Blogs always mentioned how reliable and hard working I was" is enough.

7- How do you handle stressful situations and working under pressure? There are several ways of addressing this one. You may be the sort of person that works well under pressure; you may even thrive under pressure. Whatever the case may be just make sure you don't say you panic. You want to give specific examples of stressful situations and how well you dealt with them. You may also want to list a few tools you use to help you, such as to do lists etc. It is alright to say that if you feel you are way over your head you will ask for assistance. It is equally acceptable to say that you work best under pressure if this is indeed the case and relevant to the particular role.

8- Are you applying for other jobs? If you are serious about changing jobs then it is likely that you are applying to other positions. It is also a way of showing that you are in demand. Be honest but don't go into too much detail, you don't want to spend a great deal of time on this. If asked about names of who you have spoken to it is absolutely legitimate to say you prefer not to disclose that information at this stage.

9- What are you like working in a team? Your answer is of course that you are an excellent team player; there really is no other valid answer here as you will not function in an organisation as a loner. You may want to mention what type of role you tend to adopt in a team, especially if you want to emphasis key skills such as leadership. Be prepared to give specific examples in a very matter of fact sort of way.

10- What sort of person do you not like to work with? This is not an easy one as you have no idea whom you would be working with. Even if you can immediately think of a long list of people you don't like to work with, you could take some time to think and say that it's a difficult question as you have always gotten on fine with your colleagues.

11- What is your greatest strength? This is your time to shine. Just remember the interviewer is looking for work related strengths. Mention a number of them such as being a good motivator, problem solver, performing well under pressure, loyal, positive attitude, eager to learn, taking the initiative, attention to detail. Whichever you go for, be prepared to give examples that illustrate this particular skill.

12- What is your biggest weakness? A challenging one, as if you so you have no weaknesses you are obviously lying! Be realistic and mention a small work related flaw. Many people will suggest answering this using a positive trait disguised as a flaw such as "I'm a perfectionist" or "I expect others to be as committed as I am". I would advocate a certain degree of honesty and list a true weakness. Emphasize what you've done to overcome it and improve. This question is all about how you perceive and evaluate yourself.

13- What has been your biggest professional disappointment/achievement so far? If asked about disappointments mention something that was beyond your control. Stay positive by showing how you accepted the situation and have no lingering negative feelings. If asked about your greatest achievement chose an example that was important to you as well as the company. Specify what you did, how you did it and what the results were. Ideally pick an example that can relate to the positions you are applying for.

14- What kind of decisions do you find most difficult to take? There is no right or wrong here. The logic behind this type of question is that your past behaviour is likely to predict what you will do in the future. What the interviewer is looking for is to understand what you find difficult.

15- Tell me about a suggestion that you have made that has been successfully implemented. Here the emphasis is on the implemented. You may have had many brilliant ideas, but what the interview is looking for is something that has actually materialised. Be prepared to briefly describe how it went from an idea to implementation stage.

16- Have you ever had to bend the rules in order to achieve a goal? Beware of this type of question! Under no circumstances is it necessary to break company policy to achieve something. Resist the temptation to answer and give examples, as what the interviewer is looking for is to determine how ethical you are and if you will remain true to company policy.

17- Are you willing to travel or relocate if necessary? This is something you need to have very clear in your mind prior to the meeting, if you think there is any chance this may come up. There is no point in saying yes just to get the job if the real answer is actually no. Just be honest as this can save you problems arising in the future.

18- Why should we hire you? This is an important question that you will need to answer carefully. It is your chance to stand out and draw attention to your skills, especially those that haven't already been addressed. Saying "because I need a job" or "I'm really good" just won't cut it. Don't speculate about other candidates and their possible strengths or flaws. Make sure you focus on you. Explain why you make a good employee, why you are a good fit for the job and the company and what you can offer. Keep it succinct and highlight your achievements.

19- Regarding salary, what are your expectations? Always a tricky one and a dangerous game to play in an interview. It is a common mistake to discuss salary before you have sold yourself and like in any negotiation knowledge is power. Do your homework and make sure you have an idea of what this job is offering. You can try asking them what the salary range. If you want to avoid the question altogether you could say that at the moment you are looking to advance in your career and money isn't your main motivator. If you do have a specific figure in mind and you are confident you can get it, then it may be worth going for it.

20- Do you have any questions for us? This one tends to come up every time. Have some questions prepared. This will show you have done some research and are eager to know and learn as much as possible. You probably don't want to ask more than 3 or 4 questions. Try and use questions that focus on you becoming an asset to the company. A generic one might be "how soon can I start if I were to get the job". Another idea is to ask what you would be working on and how quickly they expect you to be able to be productive. Remember to ask about next steps and when you can expect to hear back.

Bear in mind that the interview starts from the minute you walk into the building until you leave and are out of sight. Don't think that just because you have left the meeting room, you are "off the hook". You need to maintain an image of confidence, enthusiasm, competence, reliability and professionalism throughout.

One final question from me to you:

"What is the most bizarre question that you have been asked in an interview"? Thanks in advance for sharing. Good luck!

Want to read more articles written by Ana? Visit http://aimtobe.co.uk/life-and-business-coaching-blog/ where you will be able to get the full experience with images etc as well as sign up for a FREE coaching session.

Top 20 Common Interview Questions and Answers
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Ana Antunes da Silva
Aim to Be - Life & Business Coaching
http://www.aimtobe.co.uk
M: +44 (0) 7825 809134

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Critical Negotiation Skills For Dealing With Complex Negotiations

Do you find yourself in a position where it is difficult for you to make sense of all the issues & interests of the many parties that are involved in a negotiation?

This is a common challenge. Much has been written about how to deal with complex negotiation situations - unfortunately most of it is generically focused and does not address the needs of business negotiators.

The field of business-to-business negotiation can be very complex indeed, and without a navigational tool to assist you in managing this complexity, you could miss opportunities and cost yourself and your organisation dearly.

Critical Negotiation Skills For Dealing With Complex Negotiations

The key to unlocking optimal value from your complex negotiation situations is for you to identify and understand the interests of all the parties impacted by or participating in the negotiation. In some cases, it can be easy for you to understand both the positions & interests of stakeholders in the negotiation. In most cases, however, it is not only difficult for you to identify the interests of stakeholders; it is also difficult for you to identify all the stakeholders.

What then are the most critical strategies and skills you need to successfully deal with complex, multi-party negotiations?

1. Identify all the stakeholders in the negotiation.

This may be stating the obvious but in practice, it can be difficult for you to spot and track all the stakeholders in a negotiation. In a business environment, you should at minimum try to identify the following stakeholders:

a. The financial stakeholders

These are the individuals or groups that will finance, underwrite or lend authorisation to conclude an agreement based on the financial terms proposed. It is key that you identify all potential individuals that may have an interest in the financial aspects of the negotiation.

b. The user/consumer stakeholders

These are the individuals or groups that will implement and support the outcome of the agreement that is reached. Typically these are the stakeholders that will live and work with the outcome of the negotiations on a day to day basis.

c. The technical & legal stakeholders

These are the individuals or groups that will sign off and approve the technical and contractual dimensions of the negotiations.

d. Guides/Gurus & other Influences

These are the individuals or groups that hold significant influence over the decision makers involved in the negotiation.

2. Identify the interests of each stakeholder in the negotiation

There are basically two ways for you to identify an individual or group's interest in a negotiation. The first way is to put yourself in that individual or group's position and to try and see things from his/her/their perspective. What supporting data would you require? What precedents would apply? What assumptions can you make, and test?

The second way is to ask the individual or group a series of questions to help you (and them) to accurately identify their key interests. The best question to ask is "Why?" "Why is this negotiation important to you? Why are you assuming this position? Why is this option being explored?"

3. Create a frame that is appropriate for each stakeholder.

Once you have identified the interests of each stakeholder, you should now create the appropriate frame. Different people take decisions for different reasons. It is not appropriate to highlight the same points to support decision making to all stakeholders. You should focus on communicating the most appropriate frame to each stakeholder or potential stakeholder.

A decision, or part of a decision, can be significantly impacted by the frame that you create for the stakeholder.

4. Create an effective management structure for the negotiation

It is of critical importance to think about how you will manage the various stakeholders in the negotiation. In complex transactions, you will need various resources to support the negotiations. It is critical that you identify a clear role for each participant and that you create an environment within which you present your counterparts with a consistent message.

If your counterparties experiences you and your team to be rational, the odds are greatly enhanced that they will also respond to you in a rational fashion.

You can only present a unified and rational 'front' if you have considered the roles & responsibilities within your negotiation team.

Split the focus in the team between those that will manage the relationship aspects, and those that will manage or be involved in the task related activities. Remember to create an agenda that addresses the interests of all potential stakeholders.

A successful way for you to simplify complex negotiations is to add structure.

You need to focus on the process elements to ensure that you make progress at every level of the negotiation. You will find that complexity can be more easily managed with the use of an appropriate supporting structure.

Critical Negotiation Skills For Dealing With Complex Negotiations
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Jan Potgieter is the Founder & Managing Director of Business Negotiation Solutions Limited. To sign up for a free 5 day negotiation skills training e-course go to http://www.negotiationeurope.com

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