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Check Lists For Each Phase. Because we have reconfigured the phases, these older slides are not fully aligned with the phases in the current slide set. However, each activity--preparing, opening, exploring, focusing and agreeing--is encompassed in the new configuration. Check Lists.
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Check Lists For Each Phase Because we have reconfigured the phases, these older slides are not fully aligned with the phases in the current slide set. However, each activity--preparing, opening, exploring, focusing and agreeing--is encompassed in the new configuration. Check Lists
Inadequate preparation -- Phase I • Accept positional mandates from constituents • Focus only on the members of the two bargaining teams • Overestimate your power/underestimate others’ • Being either too trusting or too cautious with advanced sharing of data Phase I: Overview
Phase I: Preparation checklist • Identify stakeholders and potential issues • Assess stakeholder interests on each issue • Identify potential mutual gains options • Clarify constituent mandates on each issue Be direct on tough issues Reframe positional mandates into interests • Analyze power realities on each issue • Establish target, fall-back and BATNAs for each issue and anticipate same for other side • Explore opportunities for joint data collection Ask “What are the core interests -- ours and others?” Phase I: Overview
Risky opening -- Phase II • Define the problem too narrowly or too broadly • Unyielding position • No clear indication of priorities • Minimize/ignore other’s stated positions/interests • Overt threats or no indication of alternatives Phase II: Overview
Phase II: Opening checklist • Clear definition of problem • Firm on interests, flexible on solutions • Acknowledge other’s interests • Recognize power realities • Construct agreements on ground rules, bargaining plan, and joint data collection Be able to answer the question, “Why?” Phase II: Overview
Unconstructive exploration -- Phase III • Boundaries set by opening positions • Communication only channeled through spokespeople • Incomplete notes/language not written out • Unilaterally or prematurely rejecting options • Not communicating constraints on exploration Phase III: Overview
Phase III: Exploration checklist • Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) • Consider separate brainstorming prior to joint brainstorming • Encourage “out of the box” thinking • Generate many options • Build on mutual gains possibilities • Keep separate “parking lots” for questions about feasibility and criteria to measure success Ask “What other options can we identify?” Phase III: Overview
Unconstructive exploration -- Phase III • Boundaries set by opening positions • Communication only channeled through spokespeople • Incomplete notes/language not written out • Unilaterally or prematurely rejecting options • Not communicating constraints on exploration Phase III: Overview
Phase III: Exploration checklist • Review boundaries on scope of exploration (constituent expectations, time constraints, etc.) • Consider separate brainstorming prior to joint brainstorming • Encourage “out of the box” thinking • Generate many options • Build on mutual gains possibilities • Keep separate “parking lots” for questions about feasibility and criteria to measure success Ask “What other options can we identify?” Phase III: Overview
Ineffective focusing -- Phase IV • Wait for others to take the first step • Jump to a single solution -- cutting a deal • Push without reasons • Impose self-serving criteria • Ignore points made by others • Make final demands Phase IV: Overview
Phase IV: Focusing checklist • Determine that exploring is as complete as possible • Indicate that it’s time to focus toward agreement (step “into the void”) • Agree on fair criteria/standards (if possible) • Consider “What if?” and “What about?” scenarios • Offer “supposals” and other potential solutions • Build on interests, data, and points made by others • Propose potential linkages • Establish fair criteria/standards • Signal consequences of impasse -- BATNA Ask “Can we at least agree that . . . ?” Phase IV: Overview
Unstable agreements -- Phase V • Superficial consensus • Only take into account the “people in the room” • Agreement easily undone by unexpected or inconsistent actions Phase V: Overview