EFFECTIVE PUBLIC MANAGEMENT SKILLS

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EFFECTIVE PUBLIC MANAGEMENT SKILLS

• NEGOTIATION AND CONFLICT RESOLUTION
• FOUNDATION SKILLS AND ADVANCED PROCESSES
• Robert Alan Bush
• Reference Lewicki, et. al. (2003) Essentials of
  Negotiation. Boston, McGraw-Hill.

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Essentials

• Negotiation requires
• Good communication
• Good cultural understanding

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Learning Objectives

• By the end of this session you well be able to
• Describe key factors of the negotiation
  situation, the strategy options, actions and
  styles of the negotiation process
• Understand the use of leverage
• Consider differences in cultural styles
• Adapt universal concepts to the Brunei situation

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Part One - Universal Aspects of the Negotiation
Situation

• LEVELS
• Can be at interpersonal, inter-group or inter
  organizational levels
• CONFLICT
• There is a conflict of interest
• INFLUENCE
• People negotiate because they believe they can
  influence an outcome
• AGREEMENT
• People prefer to get an agreement rather than
  fight. Occurs when fixed sets of procedures have
  broken down or do not exist

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Universal Aspects of the Negotiation Situation

• GIVE AND TAKE PROCESS
• In any negotiation there you can expect to give
  away something and to gain something. This is the
  nature of the process
• INTANGIBLE AND TANGIBLE
• There are intangible aspects (psychological)
  like needing to save face, dealing with the fear
  of something different, showing you have achieved
  good.
• There are the tangible aspects the upfront
  aspects

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Universal Aspects of the Negotiation Process

• Inter-dependency
• Both parties need each other
• Goal interdependency win lose, win win
• Best Alternative To a Negotiated Agreement (ref
  Fisher et al 1991) as a source of power
• Mutual Adjustment
• Needing to recognize that a settlement will mean
  making adjustments afterwards and planning for
  these
• Value Creation
• Differences in Interests, opinions, risk
  aversion, timing
• Conflict
• Needs to be managed (see later session)

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So When should you not negotiate?

• List and Think of Examples

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So When should you not negotiate?

• When it looks like you will lose everything do
  something else
• When you have no room to move raise the stakes
  instead
• When the demands are unethical its illegal
• If you have no stake in the outcome
• When waiting might improve your position
• When you are not prepared well

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Part Two - Strategy

• Strategizing and planning a negotiation is what
  you do before you begin negotiating
• It involves several steps

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Strategizing - Step One

• SETTING GOALS
• Deal with the substantive issues first (those to
  be stated in the negotiation)
• Deal with these through goals, goal priorities
  and multi-goal packages
• Address procedural concerns

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Step One

• Address both tangible and intangible goals
• Tangible e.g. price of something
• Intangible e.g. Defending a principle, saving
  face, ensuring cultural integrity

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Step One

• Goals Effect Strategy
• What you will be happy with after the negotiation
  effects how the negotiation is run.
• Know the difference between a wish and a goal
• Recognize that our goals are often linked to the
  other parties goals in some way. This defines the
  issues to be settled
• There will be limits beyond which you will not
  negotiate
• Goals have to be concrete and specific to be of
  use.

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Step Two Strategic Options

• Savage et. al. (1989) Academy of management 3 (1)
  37-48 suggest two basic concerns determine
  strategy.
• How much concern is there to achieve substantive
  outcomes?
• How much concern is there for the current and
  future relationship with the other party?

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Step two Strategic Options
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Step Three Framing the Problem

• People walk into a room and see the same thing
  in quite different ways.
• One persons hero is another persons loser.
• Disputes are open to different interpretations.

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Different strategies define different frames

• Think about what these strategies imply for
  framing
• Competition
• Collaboration
• Accommodation
• HINT THINK.Goal, relationships, motivation, key
  attitude, remedy for breakdown

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TYPES OF FRAMES

• What the negotiators focus on and how they
  justify things
• Substantive frame
• Aspiration frame
• Conflict management process frame
• Identity frame
• Risk (loss gain) frame

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Other Frames

• The Interests Rights power frame
• Interests want the needs, wants desires are
• Rights - What it is legitimate to have
• Power - Imposing types of power over others
  like economic power, withdrawal of labor, denial
  of expertese

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Other frames

• Frames change as the negotiation proceeds and
  conflict rises and falls
• Naming, blaming claming
• Naming occurs when the problem get defined
• Blaming occurs when how the problem that occurred
  get defined
• Claming occurs when some type of action is taken

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Using Framing in Negotiation

• You can use framing to undertsnad and work out
  how to proceed in an a negotiation
• we are looking at this this way and we believe
  you are looking at this that way, so how can we
  find some common ground.

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The Negotiation Process

1. Define the issues
2. Assembling the issues and defining the bargaining
   mix
3. Defining your interests
4. Knowing your limits and alternatives
5. Setting targets and openings
6. Assessing your constituents
7. Assessing the other party (Resources, interests,
   needs, reputation, alternatives, targets,
   openings, authority, startegy)

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Continue

1. What strategy do I want to pursue
2. How I will present the issues to the other party
3. What protocols are needed

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END OF INTRODUCTION

• NEXT SESSION -- LEVERAGE

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Session TWO - Leverage

• Definition
• The tools negotiators use to give themselves
  advantage and increase the probability of
  achieving their goals

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Leverage

• Leverage is usually understood as power and
  influence. There are two basic situations within
  which leverage is applied
• Where the negotiator believes they have less
  leverage than the other party
• Where the negotiator believes they have more
  leverage than the other party
• The tactics used depend upon theses starting
  positions

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Leverage with more or less power

• In the less power situation the negotiator uses
  power tactics to gain a more level playing field
• In the more power situation the negotiator uses
  power tactics to stress differences to their own
  advantage

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Example using Interests, Rights and Power Tactics

• Often used when the other party is reluctant to
  negotiate
• Focus of Interests used to achieve an working
  relationship to achieve mutual goals
• Focus on Rights Used when resolution is sought
  through drawing up rules, standards, laws and
  ideas of fairness
• Focus on Power Focus on this when you are
  trying to get concessions from the other party

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How do Negotiators acquire Power?

• Control of/possession of information and
  expertise
• to get concessions build up shared information
• Expertise requires respect for accomplishments,
  mastery over some aspect of knowledge, its a
  special form of information

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How do Negotiators acquire Power?

• Power based on control over resources like
• Money
• Supply line
• Human capital
• Time
• Equipment
• Interpersonal support

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How do Negotiators acquire Power?

• Power based on position
• This is power based on a legitimate position and
  is not necessarily based upon likeing by others
• It may be acquired in a variety of ways _
  inheritance for example

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How do Negotiators acquire Power?

• Location in a Network of relationships.
• Both formal and informal. Often the inforaml can
  be very powerful
• five steps to power
• Example. If you were askedto get the former prime
  minister of Malaysia to come and give a talk who
  would you go thru to get him here

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Managing power thru messaging

• The use of information and the style and quality
  of messages sent by a negotiator and the way
  these are received will change perception about
  what is important
• There are large individual differences in ability
  to do this can you be trained for it?

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Managing power thru messaging

• The Petty and Caioppo Two Path Model
• Central Route to integrate the message into the
  already existing cognitive structure ( thoughts)
  of the receiver
• Peripheral Route use of subtle cues and context
  that is less cognitive

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The Petty and Caioppo Two Path Model

• SEE CHART

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INOCULATION

• ALWAYS DO TWO THINGS
• DEVELOP THE ARGUMENTS FOR YOUR CASE
• DEVELOP THE AGRUEMNTS AGAINST YOUR CASE SO YOU
  KNOW WHAT YOU ARE UOP AGAINST

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END OF SESSION TWO

• Nest session Managing conflict

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Session Three

• Learning Objectives
• Managing conflict
• Cross cultural/international issues

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What is the cause of conflict

• Different needs/wants of the parties
• Misunderstanding
• Other Intangible factors ( personalities)
• Any others????????????????

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Defining Conflict

• Lewicki (2003)
• sharp disagreement or opposition as of interest,
  ideas, etc that includes PERVIEVED divergence of
  interests, belief, aspiration, at cant be
  achieved simultaneously
• Not conflict may be different to aggression or
  inappropriate cultural behavior

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Conflict levels

• Intra-personal
• Interpersonal
• Intra-group
• Inter-group

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Conflict can be both dysfunctional and functional
- Discuss

• Why is conflict dysfunctional ?

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List of dysfunctional conflict reasons

• Parties believe they must compete becsue they are
  different
• Conflict distorts perception and bias
• Things get uncomfortable emotional
• Communication decreases
• Issues get blurred
• Communication get ridged
• Differences magnified, similarites diminished
• Conflict escalates

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List of functional aspects of conflict

• Discussing conflict increases peoles ability to
  cope
• Conflict promises organisational change and
  adaptation
• Conflict can strengthen relationships
• Can enhance personal development
• Can be stimulating and Fun???????

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Conflict Management

• Focus of research in recent years as been on the
  personal style of good resolutions what works,
  whats easy and hard to resolve
• A two dimensional framework has been used to
  understand good conflict resolution SEE DIAGRAM
  the dual concerns model

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The Five Strategies of Conflict Resolution Each
has its advantages and disadvantages

1. Contending Threats , punishment, intimidation,
   domination with no concern for other party
2. Yielding supporting others outcomes, even
   helping them achieve them
3. Inaction people just withdraw
4. Problem solving mixed concern over outcomes
5. Compromising conflict management strategy
   requiring both parties to give and take something

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Identifying your own interpersonal style in
conflict management

• See separate page for excercise

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Managing very difficult negotiations

• What are difficult situations to negotiate
• Charged atmosphere with anger, mistrust hostility
• Communication closed off
• Issues are blurred
• Negotiators have become identified with some of
  the issues
• Parties perceive great differences
• Anger increases and parties lock down

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Types of basic responses

• Cognitive - very difficult
• Emotional - easier (trust building)
• Behavioral looking at what parties will do in
  the future and how to remove the problem of
  conflict in the future by setting up better ways
  to resolve issues

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Strategy One Reducing tension and synchronizing
De-escalation

• Separating the parties
• Tension release
• Acknowledging the the others feeling
• Osgoods graduated and reciprocal initiatives in
  tensions reduction

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Osgoods model

1. Agree to make a public statement about a small
   concession on both sides that
2. Says what the concession is
3. That is part of a strategy to reduce tension
4. The other side is invited to do the some
5. States the timing of the concession
6. Will be done whatever happens

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Strategy Two Improving accuracy in Communication

• Role reversal
• Imagining exercises
• Reframing words

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Strategy Three Controlling as a conflict
Resolution Tactic

• Reducing the number of parties at the table
• Reducing the number of issues to be discussed
• Stating issues in concrete terms NOT principles
• Restricting procedural steps
• Breaking down big issues
• Depersonalizing

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Strategy Four Building up good communication

• Superordinate goals
• Looking for common ground
• Search for consensus on expectations
• Changing time management
• Reforming each parties view of the other
• Build an integrity framework (time consuming)
• Trust building, sematic change
• Generate creative alternatives

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Strategy Five Managing the other sides HARD
Tactics (e.g.ultimatums)

• Ignore them
• Call then on
• Respond in kind
• Offer to change to more productive modes of doing
  things

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CULTURE CONSIDERATION

• What are key differences
• Individualism/ collective
• Power distance
• Masculinity
• Uncertainty avoidance
• Risk avoidance

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How do cultural differences influence negotiation
What differences for Brunei? Consider.

• Definition of the situation
• Selection of negotiators
• Protocol
• Communication style
• Timing
• Risk propensity
• Group v individual negotiation
• Nature of agreements