Communication & Negotiation Flashcards
What is Aecom’s approach to Client Care?
- I use face to face / telephone communication whenever possible;
- I follow up conversations with email;
- Formal reports – weekly / monthly;
- Letters;
- Logs & registers – defects log / change control register;
- Presentations;
- Dashboards.
What do you include in your weekly / monthly reports?
Tailored depending on client’s requirements but generally:
- Update of progress since last period – divided into categories: Construction update, M+E and Architectural;
- Key risks;
- Health & Safety;
- Programme update;
- Commercial update;
- Key Actions / Approvals.
What is a dashboard and what does it contain?
It’s a one page summary report, generally issued weekly / fortnightly that details key updates for the project for:
- Programme;
- Quality;
- Costs;
- Risks;
- Actions;
- Forecast of events.
How do you set up communication streams at the outset of the project (PEP)?
Identify what parties need to be in direct contact with each other.
Draft an organisation structure showing contractual links & proposed lines of communications. PM to be party to all communications.
Identify communication routes in case of emergency.
Identify escalation routes.
Define approvals requirements.
Present to Project Director to comment / sign off.
What are the barriers to communication?
- Time zones / geographies
- Perception – make it clear, not open to interpretation
- Indirect communication – be part of distributions / networks to stay up to date
- Environment – making sure the environment is correct - no background noise
- Attitudes / emotional state
What if communication goes wrong?
- Doubt
- Concern
- Conflict
- Costs can rise
- Failure to carry out contractual obligations
- Stakeholders may not know where to go for information
Communication / organizational structure parts
Mitzberg:
Theory highlighted 5 component parts:
1. Strategic apez – directors / CEO
2. Middle line – operational managers
3. Operating core – operators , direct staff
4. Techno structure – engineers, planners, specialists
5. Support staff – HR, admin
How would you prepare for and act in a negotiation?
- Type of negotiation: importance of relationship vs importance of outcome;
- Information Gathering: review records and evidence to ensure I have understood the situation as much as I can;
- Deal Position: determine what can be given up as a compromise, estimate what the other party wants from it and use that to inform position;
- Organise my compelling arguments: logical reasoning (facts), sensitive language and coercion;
- Rehearse my opening in order to mould the negotiation to my terms;
- Control the negotiation by asking the opening question, listening to what is said and summarise;
- Convey and communicate confidence – match body language and words, good eye contact;
- Manage expectations and trade low value items;
- Be respectful but persistent, assess offers on the spot and be courteous.
How would define a successful negotiation?
If the relationship is important: both parties come away happy with the outcome (win/win). If the outcome is important: as a minimum my ‘deal’ position was obtained (win/lose).
What different styles can you adopt when negotiating?
- Competitive (win / lose)
- Collaborative (win / win)
- Accommodating (lose to win)
- Avoidance
What is your style?
It depends on scenario but likely to be collaborative where possible.
What is stakeholder analysis?
Process of identifying all stakeholders and highlighting their impact on the project.
(group of individuals that are likely to affect or be affected by the project).
RAC
What were the language and cultural barriers to communication?
- Reluctant to take risks
- Strong Hierarchy
- Face is very important for the Chinese people – ‘face-saving’ where possible
Can you talk me through how you negotiated the fee?
- I set up a meeting to discuss the Contractors fee proposal.
Preparation - Preparation: I collected all the necessary back up information
o adjacent landowner concerns over bringing in equipment across their land)
o If they could propose an alternative method of installation than a MEWP - Deal Position: main driver was the outcome.
- Organise my compelling arguments:
o adjacent landowner concerns over bringing in equipment across their land
o Bringing a MEWP would require additional approvals – tight access.
o Recognized the clients view that the price was high – offered the contractor whether there was an easier method of installation.
o The outcome was that the contractor offered scaffold tower at over 50% cost saving.
o I sought advice from QS that cost was reasonable £440.
o Was on a shorter lead in so therefore benefitted the Contractor and adjacent landowner was more comfortable with this approach. - Win / Win outcome
Where would you find guidance on negotiation principles and techniques?
RICS Guidance Note on Conflict Avoidance and Dispute Resolution in Construction
