8. Mapping the conflict
Define briefly the issue, the problem area, or conflict in
neutral terms that all would agree on and that doesn't invite a
"yes/no" answer e.g. "Filing" not "Should Sal do
filing?"
Alongside Who: write down the name of each important
person or group.
Write down each person's or group's needs. What motivates
him/her?
Write down each person's or group's fears, concerns, or
anxieties.
Be prepared to change the statement of the issue, as your
understanding of it evolves through discussion or to draw up other maps of
related issues that arise. You may need more space for writing all the
significant needs and fears than the table below allows.
Issue:
Who:
Needs:
Fears:
Who:
Needs:
Fears:
Who:
Needs:
Fears:
Who:
Needs:
Fears:
9. Development of options
What are the range of options?
Use the tools below to generate ideas.
Clarifying tools
•
Chunking - breaking the problem into smaller parts.
•
Researching - more information; extent of resources: constraints.
•
Goal-setting - what is the outcome we want?
Generating tools
•
The obvious solution - to which all parties
say "yes".
•
Brainstorming- no censoring, no justifying, no debating
•
Consensus - build a solution together
•
Lateral thinking - have we been practical, creative?
Negotiating tools
•
Maintain current arrangements - with trade-offs or
sweeteners.
•
Currencies - what is it easy for me to give and valuable for you to
receive?
•
Trial and error - try one option, then another
•
Establishing alternatives - what will happen if
we can't agree?
•
Consequesnce confontation - what I will do if we
don't agree.
Selection
Consider:
•
Is it built on a win/win approach?
•
Does it meet many needs of all parties?
•
Is it feasible?
•
Is it fair?
•
Does it solve the problem?
•
Can we settle on one option or do we need to trial several?
10. Introduction to negotiation
Five basic principles
•
Be hard on the problem and soft on the person
•
Focus on needs, not positions
•
Emphasise common ground
•
Be inventive about options
•
Make clear agreements
Where possible prepare in advance. Consider what your needs are
and what the other person's are. Consider outcomes that would address more of
what you both want. Commit yourself to a win/win approach, even if tactics used
by the other person seem unfair. Be clear that your task will be to steer the
negotiation in a positive direction. To do so you may need to do some of the
following:
Reframe
Ask a question to reframe. (e.g. "If we succeed in
resolving this problem, what differences would you notice?" Request
checking of understanding. ("Please tell me what you heard me/them
say.") Request something she/he said to be re-stated more positively, or
as an "I" statement. Re-interpret an attack on the person as an
attack on the issue.
Respond not react
•
Manage your emotions.
•
Let some accusations, attacks, threats or ultimatums pass.
•
Make it possible for the other party to back down without
feeling humiliated (e.g. by identifying changed circumstances which could
justify a changed position on the issue.)
Re-focus on the issue
Maintain the relationship and try to resolve the issue. (e.g.
"What's fair for both of us?" Summarise how far you've got. Review
common ground and agreement so far. Focus on being partners solving the
problem, not opponents. Divide the issue into parts. Address a less difficult
aspect when stuck. Invite trading ("If you will, then I will")
Explore best and worst alternatives to negotiating an acceptable agreement
between you.
Identify Unfair Tactics
Name the behaviour as a tactic. Address the motive for using the
tactic. Chance the physical circumstances. Have a break. Change locations,
seating arrangements etc. Go into smaller groups. Meet privately. Call for
meeting to end now and resume later, perhaps "to give an opportunity for
reflection".
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