Types of Negotiation Situations

In any negotiation, the participants have a position, opinion or desired outcome, and these differ from each other. There may be significant differences between the positions or the differences may be minor. If the latter case, it is usually easier to negotiate an outcome that satisfies all parties but, as we shall see, once the emotion is added to the situation, this is not always the case. If there are significant differences between the positions, then the negotiation is likely to be more difficult even if there is a will on both sides to achieve a satisfactory outcome. If there is less of a will to resolve the situation, then the difficulties are compounded even further. While there may be two participants and two positions in negotiation, this is not necessarily the case and often there may be several of each. Typically the greater the number of positions/participants, the more the negotiation is problematic.

Negotiation occurs whenever we try to reach an agreement over an issue or a decision. Situations regarding negotiation are so numerous that often we don’t recognise a negotiation has taken place until later, or even at all. They range from the minor – who is going to make the coffee? – to the significant – what shall we pay to buy this company?

Some negotiations require interaction with someone you are unlikely to encounter again, such as during the private purchase of a car, so perhaps a tougher negotiation line will be profitable. But, and this is a big but, the underlying assumption that you will never see the person again may be incorrect. You never know when you might need their assistance or may come across them again. For example, inadvertently, you may have forgotten to take some of the car documents and so need to recover them. Unfortunately, the person is still smarting from your tough negotiating stance and now has the opportunity to make life difficult for you. It’s human nature to make the most of that opportunity in such circumstances. You can book Anubha’s Session and contact anubha@prismphilosophy.com, www.prismphilosophy.com

So, most of the time, we need to think about not just the negotiation itself but also the longer term impacts.

In our professional lives, some typical business situations that may require negotiation are:

  • customer/supplier business deal;
  • complaint resolution;
  • performance review;
  • pay rise;
  • product or task delivery timescale;
  • work distribution.

We need to understand that the context to the negotiation is key to determining the best approach. There may be some situations where it is quicker, cheaper or less stressful to accommodate other people’s needs and forget about negotiating. On the other hand, some situations may require an entire team of dedicated negotiators. Most business negotiations fall somewhere in between.

However, sometimes people don’t consider the context. They plough on regardless often because they have to ensure that they win the day no matter what the price of doing so. Others shrug their shoulders, do not state their case and move on – even if this leaves unresolved issues with serious implications. Poor negotiation skills will hinder personal and career development. Sadly, many people who do not understand negotiation fail to realise how much they are damaging their career prospects or closing the door on business opportunities.

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EI in Groups

BUILDING THE EMOTIONAL INTELLIGENCE OF GROUPS

By Vanessa Urch Druskat and Steven B. Wolff

Although group Emotional Intelligence (EI) can help skilled teams reach their highest potential, it is far more complex than individual EI and therefore more difficult to cultivate. To build group EI, a team must be aware of and constructively regulate the emotions of:ee5ac37c-c247-4cd3-99e3-246507ade4f0.jpg

*Individual team members. To understand the sources of individuals’ emotional behaviours, members can perform role-playing exercises and adopt the opinions and styles of others. To regulate individual emotional behaviour, teams must learn how to constructively confront others.

*The whole group. Teams must use self-evaluation and feedback from others as norms that cultivate group self-awareness of their emotional states, strengths, and weaknesses. To regulate group-level emotion, teams must establish norms that create resources for working with emotions, foster an affirmative environment, and encourage proactive problem-solving.

*Other key groups. Teams can cultivate awareness of the emotions of other key groups by having team members act as liaisons to important constituencies. To regulate the emotions of other key groups, it is necessary to develop cross-boundary relationships in which appreciation is shown.

You can book Anubha’s Session and contact anubha@prismphilosophy.com, www.prismphilosophy.com 

Tips for Responding to Nonverbal Communication

Be aware. As you approach your next meeting, keep in mind that all this nonverbal communication is taking place. Notice, but don’t respond to, various cues expressed by meeting participants. It is helpful to develop a sensitivity to nonverbal behaviors before you begin responding in any way.

Stop, don’t assume. Approach people with caution; you can never be sure you fully understand the meaning of their nonverbal actions. Asserting that you know what someone is thinking from their nonverbal behavior may be seen as arrogant. And if you are wrong, it will be a major setback to your relationship with this person as well as with other team members.

Look for consistent responses. It is usually not necessary to respond the first time you notice a specific nonverbal cue. However, if you become aware that the person consistently responds in a particular way in similar situations, you may consider responding in some way. (“Marco, if I am reading you correctly, it seems as if you are not comfortable with the way we are moving on this issue. Is that true?”)

Look for patterns. If you see several members responding nonverbally to a presentation, something significant may be happening. If you observe negative reactions such as heads moving side to side, or people pushing back from the table or rolling their eyes, you can tentatively assume that there are some significant disagreements with or questions about this presentation. Your response might be to intervene with something like, “Gina, let me stop you here because I sense people have some questions about what you have said so far.” You can then ask an overhead question to the whole group or use a direct question to one of the nonverbal responders. (“Does anyone have questions or comments for Gina?” or “Roberto, do you have some questions about what has been said thus far?”)

Make it a question. Since you can never be sure your interpretation of the nonverbal behavior is accurate, it is always best to approach the person with a question. A question gives the person an opportunity to disagree (“No, Glenn, I have no problems with what has been said”) or to join the discussion (“Yes, Glenn, as a matter of fact, I think we are moving in the wrong direction on this issue”). You can book Anubha’s Session and contact anubha@prismphilosophy.com, www.prismphilosophy.com

The FISH Philosophy

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The #FISH! Philosophy includes four simple, interconnected practices and PRISM received compliments from team JABONG after a session on WINNING COOPERATION and QUIT QUITTING. A unique way of feedback by using FISH PHILOSOPHY:

Be There: When people need you, they need all of you. It improves communication and strengthens relationships.

Play: Play is a mindset more than a specific activity. It allows you to throw yourself with enthusiasm and creativity into whatever you are doing, in a way that is natural, not forced. “Playing” with ideas helps you find solutions to everyday challenges.

Make Their Day: Simple gestures of thoughtfulness, thanks and recognition make people feel appreciated and valued. When you make someone else feel good, you feel good too.

Choose Your Attitude: To actually choose how you respond to life, not just react, you must be intentional. When you get up, decide who you want to “be” today. Moment-to-moment awareness is key. Ask yourself throughout the day, “What is my attitude right now? Is it helping the people who depend on me? Is it helping me to be most effective?”

Through The FISH! Philosophy, you can build stronger relationships with the team members, the customers we serve, the trainees we train and the people we love.

Screen Shot 2015-03-01 at 11.06.32 amAnubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of Prism World, specialises in Human Process Facilitation carries  18+  years of rich experience at a senior role in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. Visit http://prismphilosophy.com/anubha-prism/

Leadership and Organisation Effectiveness

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I presented my research work in International Conference, describes the Leadership Style and Organisational Effectiveness in Delhi NCR. An attempt was made to determine if there is a significant relationship between leadership styles in relation to Organisation Effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and Organisational Effectiveness questionnaires. The data indicate that in Delhi NCR: (a) leadership styles included directive, supportive, participated and action-oriented leadership. The most common leadership style among is directive leadership style. (b) there is no relationship between directive leadership styles and organisation effectiveness. (c) There is no relationship between action-oriented leadership style and organisation effectiveness.

Keywords: Leadership style, Organisation effectiveness

  1. Introduction : Success or failure of organisations, is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). In management and organisational behaviour literature, the focus is largely on the concept of leadership (Shondrick & Lord, 2010). Dixon and Westbrook’s (2003) findings validated Kelley’s idea of the existence of leadership in all organisational levels. It is believed that a focus on leadership will enhance our understanding of the leadership process because the operation of each is dependent on the other (Henry, 2012).Paper focus on 4 style of Leadership

Directive leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards.Supportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. Participative leadership involves employees in decision making and encourages employee suggestions and involvement. Achievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness relates to employee characteristics and the employees work environment.

 Anubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of PrisScreen Shot 2015-01-11 at 4.14.00 pmm World Pvt Ltd, specialises in Human Process Facilitation carries rich experience in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. She is actively engaged in research work on Followership (first lady from INDIA) and associated with prestigious international clients in various Human Process Intervention programs specifically to improve the business performance, team building & workplace transformation, acquired proficiency on creativity and uses her potential to nurture clan and generation. https://sites.google.com/site/anubhawalia   about.me/anubhawalia

If you want to read the full paper https://www.researchgate.net/profile/Anubha_Walia3?ev=hdr_xprf, please mail me at anubha@prismphilosophy.com. visit http://www.prismphilosophy.com

Building High-Performance​ Team

Three key characteristics of High-Performance Team building was observed during our session with senior professionals were  ENCOURAGEMENT, COMMUNICATION, TRUST.

We ensured Team members are coached regularly by us. Team Leader was encouraged on an ongoing basis by giving clear direction by using clear communication.  This leads to building trust within the team. Usually, lifestyle | noveltiesits has been observed Leaders have to cross the journey of their  POTENTIAL TEAM to REAL TEAM to HIGH-PERFORMANCE TEAM, just by three step:

1- Encourage your team member to identify their skill set

2- Communicate what you as leader expect from your team member and

3- Trust your team and your own action.

and Then see High Performance in your team. If you looking for training session for your team contact, enquiry@prism-global.org.

Anubha WaScreen Shot 2015-01-05 at 10.56.43 amlia Founder of Prism World Pvt.Ltd is International Trainer in Leadership, Change Management, Quality Program and Facilitator
r to GenX&Y. Her views can be seen in prismtrainingworld.wordpress.com, you can visit http://www.prismphilosophy.com and can contact her at anubhawalia@gmail.com

Why Negotiation Fails

Hi friends, I have been training on the most required topic on Negotiation skills in the various industry to Senior and middle management. Indeed the most interesting required subject, used by each one of us on day to day basis but sometimes FAILS or it’s not as per our value …… It becomes difficult to be working towards Creating Value or Claiming value. Expanding your pie is a great task in negotiation by making another party happy too. But Still Why Negotiation fails. Great thoughts from my trainees who actually helped in pen down what usually lacks in failed negotiation :

– Lack of Preparation

  • Fail to use tactics ( Poor little me, Nibble, Straw Man, Switching, Good cop Bad cop….)

  • Understanding need of other and

-Competing approach

Please remember – No two negotiations are same but it all depends on what’s your own goal with the negotiation you are dealing with. I have always worked on  22 ‘don’ts’ from Krauthammer’s Research and Development cellar.i.e

  1. make this a single-issue process – “price agreement or nothing”
  2. be single-intention when considering a particular element, such as price, “this price, no lower/no higher or nothing”
  3. horse trade – unless of course, you are selling a horse
  4. unveil or limits too early – or bluff on those limits
  5. force an agreement to the detriment of the relationship (‘one-shot’ versus ‘partnership’) – this approach will also mean that even this particular agreement is a fragile one
  6. consider the goal as being a one-side victory – for your side
  7. underestimate, or fail to foresee, what the consequences of a breakdown could cost
  8. put out all your arguments from the beginning (the ‘bombardment through argumentation’ approach)
  9. talk to fill the gaps
  10. fail to understand the ‘why’ behind the reaction of the other party
  11. polarise your behavioural approach using EITHER ‘hard approaches’, like battle or power, OR ‘soft approaches’, like exchange or circum navigation
  12. accept no concessions
  13. neglect to seek a quid pro quo for every concession you make
  14. give nothing away, when the other party considers it important that you should
  15. insist upon or demand something which costs the other party
  16. block on a disagreement
  17. use moral blackmail
  18. seek only your personal interest
  19. mask your interests and reveal nothing
  20. focus on standpoints
  21. devalue or denigrate the product, service or offer of the other party to heighten your own power so as not to expose yourself to a block “in that case, no sale!
  22. shy away from confrontation and contestation where this is clearly called for.

Anubha Walia (https://about.me/anubhawalia) is leading Trainer in Negotiation skills training with another key topic i.e Team Effectiveness, Creative problem solving, Leadership. Founder of Prism Training and Consultancy, she has not only worked with some top brands in India and Abroad by  Human Process Intervention and but also her impressive client portfolio has made her stand apart by her engaging skills with participants. http://www.prismphilosophy.com

OD Initiative brings ASPIRE

We Prism have successfully Step ahead On Organisation Development Project on the APPROACH MODIFICATION model focusing Top the Management

After doing Action Research, we Identified Values of the organisation i.e. ASPIRE ( Agility, Safety, Performance, Integrity, Respect, Environment).

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Prism Team with CEO of Leading Export house. For more information and projection execution please contact training@prismphilosophy.com

Its very much clear that the most successful organisation— whether in manufacturing, finance, telecommunications, or the public sector—are deeply committed to the disciplines of lean management. The flexibility to respond to changing market demands and deliver what customers value as efficiently as possible is key. Prism has initiated Lean Charter in leading export house where everyone from the front line to the CEO knows after session how to see problems, solve them, and push the organization to improve. Working with greatest sense of purpose, so that people understand where the top team wants to take the company and how they can help get there. Together, these elements must manifest in organizational systems, with people and processes all working together for the same purpose, from the CEO to the front line with help of PRISM Consultant and started with BACK TO BASIC by

– Identifying Value

– Leading and contributing fullest to their potential

-Connecting Strategy, Vision and Mission

-Discovering better way of working

Visit http://prismphilosophy.com/about/

OUR VIEW vs OTHERS VIEW

OUR VIEW vs OTHERS VIEW

Today I am sharing with your perspective of how you can be Empowered – GAPS GRID. This provides information on identifying development directions and tapping into what motivates you. The left side of the grid shows individual current state and right-hand side of the grid shows where an individual wants to go. Analyse how you see yourself and how others see you with what matters to you and what matters to other. If same is identified you can work towards the achievement of goals leading to empowering yourself.

Attend Personal effectiveness training program of #Anubha https://about.me/anubhawalia or visit http://prismphilosophy.com/about/and get enlightened.