Making Negotiation Happen
134 pages | paperback | Allen & Unwin (2002)
(Not available from author)
Almost everything you do at work will involve negotiation. Work is a constant process of making choices in association with people who are very different from you. Organisations are patterns of relationships. Your work is a pattern of relationships with colleagues, supervisors, clients, customers, the public, financial institutions, governments and many others with whom you negotiate on a daily basis.
As a team leader, supervisor or manager, you determine the quality of your outcomes very much by how you manage and control the communication and interplay between the people in your sphere of influence. How well you mould the creative tensions between these people and turn them into something positive for all concerned will be a measure of your success.
Negotiation is often seen as the process by which people can exploit and manipulate a situation to their advantage by using their skills and personal qualities to disadvantage the other side, playing on their ignorance, condition, lack of information, uncertainty and vulnerability. According to that view, negotiation is a game or competition to win at any cost. That kind of negotiator uses every trick-of-the-trade to take advantage of you - and you should know how to deal with them.
But since relationships and memories at work tend to endure, it is better to do your negotiating in an open, honest atmosphere, where information is shared and where both parties work together to reach agreement or resolution. This requires an acceptance that negotiation involves an exchange of one thing of value for another and that it is better to work cooperatively towards a solution to a problem than to beat each other to a pulp or to run away from the problem and allow it to worsen.
This book will help you understand the process of negotiation and how it can be applied to the everyday workplace. It will help you develop a more cooperative approach to negotiation, with the focus on the establishment of common interests and the building of bridges. With this approach, ethics, trust and honesty are priorities and people work together to improve the workplace and its relationships.
When you can establish this kind of working environment, you and your colleagues will be more confident in your dealings with others, and better prepared and able to secure more positive and enduring outcomes. You will be better able to handle those who want to take advantage of you in negotiations in which you are involved. You will create an environment of respect and rapport that will bring with it many good things for you in the future.
134 pages | paperback | Allen & Unwin (2002)
(Not available from author)
Almost everything you do at work will involve negotiation. Work is a constant process of making choices in association with people who are very different from you. Organisations are patterns of relationships. Your work is a pattern of relationships with colleagues, supervisors, clients, customers, the public, financial institutions, governments and many others with whom you negotiate on a daily basis.
As a team leader, supervisor or manager, you determine the quality of your outcomes very much by how you manage and control the communication and interplay between the people in your sphere of influence. How well you mould the creative tensions between these people and turn them into something positive for all concerned will be a measure of your success.
Negotiation is often seen as the process by which people can exploit and manipulate a situation to their advantage by using their skills and personal qualities to disadvantage the other side, playing on their ignorance, condition, lack of information, uncertainty and vulnerability. According to that view, negotiation is a game or competition to win at any cost. That kind of negotiator uses every trick-of-the-trade to take advantage of you - and you should know how to deal with them.
But since relationships and memories at work tend to endure, it is better to do your negotiating in an open, honest atmosphere, where information is shared and where both parties work together to reach agreement or resolution. This requires an acceptance that negotiation involves an exchange of one thing of value for another and that it is better to work cooperatively towards a solution to a problem than to beat each other to a pulp or to run away from the problem and allow it to worsen.
This book will help you understand the process of negotiation and how it can be applied to the everyday workplace. It will help you develop a more cooperative approach to negotiation, with the focus on the establishment of common interests and the building of bridges. With this approach, ethics, trust and honesty are priorities and people work together to improve the workplace and its relationships.
When you can establish this kind of working environment, you and your colleagues will be more confident in your dealings with others, and better prepared and able to secure more positive and enduring outcomes. You will be better able to handle those who want to take advantage of you in negotiations in which you are involved. You will create an environment of respect and rapport that will bring with it many good things for you in the future.
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