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CHAPTERTENMultiplePartiesandTeamsMcGraw-Hill/IrwinCopyright©2011byTheMcGraw-HillCompanies,Inc.Allrightsreserved.10-2SituationsthatInvolve
MultiplePartiesDynamicschangewhengroups,teams,andtaskforceshavetopresentindividualviewsandcometoacollectiveagreementaboutaproblem,plan,orfuturecourseofaction.10-3AGeneralModelfor
aMultipartyNegotiation
10-4TheNatureofMultipartyNegotiationsDifferencesbetweentwo-partyandmultipartynegotiations:NumberofpartiesInformationalandcomputationalcomplexitySocialcomplexityProceduralcomplexityStrategiccomplexity10-5WhatIsanEffectiveGroup
inaMultipartyNegotiation?Effectivegroupsandtheirmembers:TestassumptionsandinferencesShareallrelevantinformationFocusoninterests,notpositionsExplainreasonsbehindstatementsTalkinspecifictermsanduseexamplesAgreeonwhatimportantwordsmeanDisagreeopenlywithanymemberofthegroupMakestatements,theninvitequestionsandcomments10-6WhatIsanEffectiveGroup
inaMultipartyNegotiation?Effectivegroupsandtheirmembers(continued)DesignwaystotestdisagreementsandsolutionsDiscuss“undiscussable”issuesKeepdiscussionsfocusedAvoidtakingcheapshotsordistractingthegroupExpectparticipationbyallmembersinallphasesoftheprocessExchangerelevantinformationwithnongroupmembersMakedecisionsbyconsensusConductself-critiques10-7ManagingMultipartyNegotiationsThreekeystagesthatcharacterizemultilateralnegotiations.TheprenegotiationstageCharacterizedbymanyinformalcontactsamongthepartiesTheformalnegotiationstageStructuresagroupdiscussiontoachieveaneffectiveandendorsedresultTheagreementphasePartiesselectamongthealternativesonthetable10-8ThePrenegotiationStageEstablishparticipantsFormcoalitionsDefinegroupmemberrolesUnderstandthecostsandconsequencesofnoagreementLearntheissuesandconstructanagenda10-9ThePrenegotiationStageAgendascanbeeffectivedecisionaids:EstablishtheissuesthatwillbediscussedDefinehoweachissueisdiscussedSettheorderinwhichissuesarediscussedIntroduceprocessissues(decisionrules,discussionnorms,memberroles,discussiondynamics),andsubstantiveissuesAssigntimelimitstovariousitems10-10TheFormalNegotiationStageAppointanappropriatechairUseandrestructuretheagendaEnsurediversityofinformationandperspectivesKeyprocesssteps:CollectthoughtsandcomposurebeforespeakingUnderstandtheotherperson’spositionThinkofwaysbothpartiescanwinConsidertheimportanceoftheissueRememberpartieswilllikelyworktogetherinthefuture10-11TheFormalNegotiationStageEnsureconsiderationofallavailableinformationTheDelphitechniqueAninitialquestionnaire,senttoallparties,askingforinputBrainstormingDefineaproblemandgenerateasmanysolutionsaspossiblewithoutcriticizinganyofthemNominalgrouptechniqueBrainstormedlistofsolutionsranked,rated,orevaluated10-12TheFormalNegotiationStageManageconflicteffectivelyReviewandmanagethedecisionrulesStriveforafirstagreementManageproblemteammembersBespecificaboutproblembehaviorsDescribeproblemasteamproblem(use“we”versus“you”)FocusonbehaviorstheothercancontrolWaittogiveconstructivecriticismKeepfeedbackprofessionalVerifythattheotherhasheardandunderstood10-13TheAgreementPhaseSelectthebestsolutionDevelopanactionplanImplementtheactionplanEvaluateesandtheprocess10-14TheAgreementPhaseGroupchairorfacilitatorstepsinmovingtowardasuccessfulcompletion:MovethegrouptowardselectingoneormoreoftheoptionsShap
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