Competencies 2 - Relationships, Communication, Global Mindset Flashcards
Stakeholder concept
Any organization operates within a complex environment; it affects and is affected by a variety of stakeholders who all share in the organization’s value
Stakeholders can include employees, customers, suppliers, communities, investors, political groups, trade associations, etc.
Emotional Intelligence (definition)
The quality of being sensitive to and understanding one’s own and others’ emotions and the ability to manage one’s own emotions and impulses
Factors that help build trust
Common values
Aligned interests
Benevolence
Competence
Predictability and integrity
Communication
Conflict resolution - accommodate (or smooth)
Leader restores good relations by downplaying disagreement
Can be useful when immediate forward movement is needed, but does not address the root conflict
Conflict resolution - assert/complete (or force)
Leader imposes a solution; usually one side wins and the other loses
Useful for quick resolutions in a crisis, or when authority is being challenged, but does not permanently address the problem
Conflict resolution - avoid
Leader withdraws from the situation, leaving it to be resolved by others or remain unresolved
Use only when a conflict will resolve itself soon, or when a conflict or relationship isn’t worth the time investment
Conflict resolution - collaborate (or confront)
Leader and those in conflict accept that they disagree and look for a “third way” (new solution with both sides contributing); can lead to a “win/win”
Takes time and strong interpersonal skills, but can lead to long-term, mutually satisfying resolution
Conflict resolution - compromise
Leader asks those in conflict to bargain; is usually “lose/lose” since both sides have to make concessions
Useful for complex issues, and when time doesn’t allow for true problem solving; solutions might be partial and temporary, but it can preserve the egos of all parties involved
Steps to collaborative conflict resolution
- Both sides express their own perspective of the disagreement
- Each side paraphrases the other’s position to confirm their understanding
- Both sides and facilitator brainstorm solutions - keep things positive and focus on solutions that both sides believe are workable
- All parties agree on next steps
- Facilitator ends the meeting in positive way, emphasizing the advantages of the new solution to each side and to the organization
Three approaches to negotiating
Soft negotiators - value the relationship more than the outcome, and tend to back down in the interest of agreement, even if they aren’t getting what they need
Hard negotiators - committed to winning, even at the cost of the relationship (this sometimes looks like the stereotypical “negotiating” situation where parties stake out opposite positions and slowly make concessions)
Principled negotiators - aim for mutual gain; both sides will likely need to make concessions but the goal is a “win/win” solution
Principled Negotiation
Goal is a “win/win” solution where both parties get what they need
Strategies
- find common interests and make them a goal of the negotiation
- be creative
- come prepared with different options that might satisfy both sides
Also called “interest-based relational negotiating” or “integrative bargaining”
Negotiating strategies when faced with unfair tactics (bullying, manipulation, etc.)
- Maintain a quiet and professional tone
- Stay committed to win-win, principled negotiation
- Do not concede the core points of your position
- Continue to focus on mutual needs
- Walk away from the negotiation if needed
Principled negotiation process - six steps
- Preparation - know your needs vs wants; know your “BATNA” (best alternative to a negotiated agreement); try to analyze the other side’s BATNA to anticipate their reactions
- Relationship building - build trust, create atmosphere that encourages comfort and openness
- Information exchange - both sides explain their position and needs
- Persuasion - negotiators seek mutually beneficial options
- Concessions - both sides (usually) find “wants” that are not essential
- Agreement
“Noise” in communication model
Anything that can go wrong, including physical, personal, or social factors, between links in the communication chain (communicator, message, medium, receiver, and then feedback back to communicator)
Nonverbal communication - examples
Can include eye contact, facial expressions, gestures, posture, rate or volume of speech
Active listening - essential principles
- Inviting others into the conversation, through questions or gaps in your own speech
- Focusing on what the other person is saying, not on planning your own response
- Giving physical signals of interest in the conversation (eye contact, nodding, etc.)
- Being aware of nonverbals the other person is sending, and your own
Framing (in communication)
Presenting a message in a certain way to affect how the audience receives the message and the action they take as a result
Means of communication - face-to-face
Useful for complex or sensitive issues, or when immediate feedback is needed
