Chapter 16 Team Negotiation

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Chapter 16Team Negotiation
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Team Negotiation

• Use teams when the matter is complex and requires
  varying expertise.
• Go solo when issues are limited and you have all
  necessary information and expertise.
• Go solo when time is short. Take advantage of
  behind-the-scenes help, if possible.

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Team Negotiation (continued)

• Teams add complexity.
• Conflict may arise within the team from
  personality, style, perception, and communication
  difficulties.
• Choosing complementary personalities and
  expertise for team membership is important.

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Stages of Team Development

• Acceptance
• Communication
• Motivation
• Organization

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• Allow time for team development.
• Diversity increases team ability.
• Diversity increases potential conflict.
• Constructive conflict is a primary benefit of
  using teams.
• Group think is an example of destructive effects
  of using teams.
• Playing Devils advocate is a way to reduce group
  think.

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Maximizing Benefits of Teams

• Establish rules of conduct and roles.
• Use of good guy/bad guy easy with teams.
• Plan to negotiate among each other.
• Continually diagnose and monitor conflict.
• Manage constructive conflict.
• Resolve destructive conflict.

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Chapter 17Negotiation in Leadership and Public
Relations
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Negotiation in Leadership

• Leadership is influencing human behavior.
• Influencing human behavior is negotiation.
• Effective leaders must have effective
  interpersonal skills.
• Negotiation skill is critical to interpersonal
  effectiveness.

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Skills Necessary to Lead

• Know yourself.
• Allow for your weaknesses.
• Use your strengths.
• Think systematically, creatively, conceptually,
  and systemically.
• Be assertive.
• Be a good listener.
• Be empathetic.
• Be honest.

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Personality Characteristics That Impact Leader
Effectiveness

• Intelligence, self-confidence, assertiveness,
  adaptability, sociability
• Intuitive preference
• Feeling preference
• High emotional stability
• High conscientiousness
• High need for social power

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Personality Factors That Affect Leadership Style

• Type A or B
• Self-monitoring
• Locus of control

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• Type A leaders tend to be poor delegators.
• Type A leaders tend to be intense and demanding.
• Type B leaders may have more affinity for
  building cooperation.
• Adaptability aids leadership. Self-monitors
  adapt.
• Internal locus of control leaders may be more
  proactive and future-oriented.

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Identified Leadership Traits

• High energy
• Internal motivation
• Systems thinking skills
• Open-mindedness
• Effective communication skills
• Cultural awareness
• Emotional intelligence

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Mass Communication Strategies

• Ask what you want the public to know.
• Ask what you want the public to think.
• Determine what they currently think.
• Determine what you need to change.
• Identify alternatives for communicating your
  message.
• Determine how you will get feedback.
• Determine how you will evaluate your
  effectiveness.