Relationship Management Flashcards
Process of developing mutually beneficial contacts through the exchange of information.
Networking
Process by which two or more parties work together to reach agreement on a matter.
Negotiation
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
Principled negotiation
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.
List examples of stakeholders
Stakeholder concept
Those receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization.
External customers
(customers, shareholders, donors)
Internal customers include a number of roles in the organization, such as….
Senior management, board of directors, functional leaders, employees of the organization, suppliers, communities, political groups, religious institutions, and governments
Robert Blake and Jane Mouton’s five conflict resolution modes
Accommodate (or smooth), Assert (or force), Avoid, Collaborate (or confront), Compromise
The leader restores good relations by emphasizing agreement and downplaying disagreement.
Accommodate (or smooth)
The leader imposes a solution. One side wins and the other loses—hence the term “win/lose” conflict resolution.
Assert (or force)
The leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved.
Avoid
The leader and those in conflict accept the fact that they disagree and look for a “third way,” a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as “win/win” conflict resolution.
Collaborate (or confront)
Has the most enduring results b/c all sides participated in creating the solution
The leader asks those in conflict to bargain—altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as “lose/lose” conflict resolution.
Compromise
Six phases to the principled negotiation process
Preparation, relationship building, information exchange, persuasion, concessions, agreement
BATNA
Best alternative to a negotiated agreement
- Helps create proposals you can live with if all else fails*
- Effective negotiators also try to perfomr a BATNA analysis for the other side to anticipate reactions*
What 3 things does effective networking require?
Finding people who have something you would like to share
having something yourself that other people would like to share
allocating time to make and maintain connections
5 steps to creating a professional network
3 positive outcomes of effective relationships & 6 paths to creating them
The relationship is worth more than the issue at hand
Soft approach to negotiation
Winning is more important than the relationship
Hard approach to negotition
Various negotiating tactics that rely on bullying, manipulation, or deception
Such as deadlines (“this is a one-time offer”), brinksmanship (“take it or leave it”), or low-/high-balling (making ridiculous, probably unacceptable demands).
These tactics are actually risky, especially when the negotiation involves an ongoing relationship. They destroy trust.
Conflict occuring inside a team
Intragroup conflict
Conflicts within in a team may be related to task or personality
Conflict between the team and an outside group, such as another HR team or another function in the organization
Intergroup conflict
- Conflicts between groups are frequently about competition for limited resources or conflicting goals. These intergroup conflicts may be resolved through negotiation, but they may require intervention by a third party who is not directly involved in the conflict.*
- When called upon to intervene as a third party in a conflict, HR professionals should remember to apply their networking and influencing skills.*
What value does networking provide?
Awareness of what’s happening in a field
Career mentoring or coaching on a skill
Effective collaboration, coming up w/new ideas, working though problems
Increase the size of your own network through introductions and referrals
Examples of how conflict builds
Disagreements over how to do a task
Personal differences due to culture, cognative and communication styles
A need for control or dominance
