Q.1) Explain the role negotiation technique in detail.
Ans:
The process of role negotiation was originally described by Harrison. This technique is a real-world oriented one which can lead to a workable solution in cases involving competition, coercion and power struggles. What is the exact process in which role negotiation occurs? It provides a method for one person or group to negotiate and structure the role, or working arrangements, with respect to the other. It may include the nature of the activities that one expects out of the other, the reporting relationships, rules for escalation, who is responsible for what decisions, which will carry them out, the consequences for non-performance, etc. This process can prove useful in most situations involving competition, power, control and influence.
The expectations of others largely decide a person's role. When these are clear, role conflict and role ambiguity can reduce. Everyone knows what everyone else expects. Role negotiation is a process for clarifying these expectations. You negotiate with an individual not a group.
1 Advantages
The most significant advantage of Role Negotiation is that is makes things explicit. The facilitator helps everyone understand that each participant has some degree of power, from the positive, rewarding good behavior in others during the contracting process. So that others don’t need to keep guessing it is preferable that the expectations are clarified and defined. They understand the relationship with greater certainty than would be the case if things were still covert or underground. With this process, people better understand how to influence others in the group.
2 Negotiation
After each person has clarified the messages he or she has received, issues are selected for negotiation. The facilitator needs to re-emphasize certain things so that there is no point in proceeding with the discussion on any particular item. In simple words, everyone must be prepared to make some sort of changes to get what he or she wants. If the behavior doesn’t change on both sides, the status quo will prevail. By an iterative process, each person selects and communicates his or her most important issues and eventually the group comes to a consensus about which ones will be dealt with at this point.
After this when all parties (two or more) are satisfied that an appropriate agreement has been reached, the participants write down the agreement to formalize it as a contract. Several negotiations may take place simultaneously, depending on the number of people or groups involved. All agreements are published for everyone to see and are discussed openly in the group (public commitment increases the chances for compliance).
3 Dynamics of Role Negotiation
This process focuses on the working relationships between people, not their feelings about one another. As such, it is less threatening to most groups and more accessible than other techniques that place greater emphasis on interpersonal dynamics. People tend to be more at home discussing issues of power and influence on the job, rather than those involving feeling and emotion.
The method
1. Each person writes down privately the following: -
In order for me to achieve my objective (For example to contribute effectively to the work), I would like you to: -
Do these three things
.......................................................................................................
Keep doing these three things
.......................................................................................................
Stop doing these three things
.......................................................................................................
2. Each person then shares their information with their partner. At this stage just listen and seek clarification, don't argue or get defensive! It helps to have equal time to talk.
3. The parties now negotiate their expectations. A party can: -
Say "Of course I will accede to your request". This would be sensible if the request is easy and gives you an immediate benefit.
Say "I can't do that because......" The request might violate your values, by being (say) unethical, or it might be politically impossible..
Say "I would be prepared to meet your request if you would help me with this one of mine". The request might not give you an immediate benefit and demand work. Acceding would help your colleague and the team. You would also get something back directly.
4 The parties record and preferably display their agreements. This helps people to follow through with their decisions.
Hints
• Play the negotiation straight. If you use tactics or manipulation, then people will not use the technique again. They will also become suspicious of all the management techniques you use.
• Make your requests small, clear and doable. People can agree to use the right form for something and deliver this. It is not sensible to ask people to be more efficient and expect them to deliver that.
• Aim for equity in the negotiations. If people "give in" to every demand they will feel exploited later. People who want something for themselves for everything they give will lose co-operation. People will think they are mean.
• People have found an external facilitator helpful. This person can help to build a supportive and equitable climate and manage the process. Both can be difficult for a manager who is involved in the negotiations personally.
• Give the process enough time. The expectations take time to clarify. This is often the first time people have talked directly about how they work together.
Ans:
The process of role negotiation was originally described by Harrison. This technique is a real-world oriented one which can lead to a workable solution in cases involving competition, coercion and power struggles. What is the exact process in which role negotiation occurs? It provides a method for one person or group to negotiate and structure the role, or working arrangements, with respect to the other. It may include the nature of the activities that one expects out of the other, the reporting relationships, rules for escalation, who is responsible for what decisions, which will carry them out, the consequences for non-performance, etc. This process can prove useful in most situations involving competition, power, control and influence.
The expectations of others largely decide a person's role. When these are clear, role conflict and role ambiguity can reduce. Everyone knows what everyone else expects. Role negotiation is a process for clarifying these expectations. You negotiate with an individual not a group.
1 Advantages
The most significant advantage of Role Negotiation is that is makes things explicit. The facilitator helps everyone understand that each participant has some degree of power, from the positive, rewarding good behavior in others during the contracting process. So that others don’t need to keep guessing it is preferable that the expectations are clarified and defined. They understand the relationship with greater certainty than would be the case if things were still covert or underground. With this process, people better understand how to influence others in the group.
2 Negotiation
After each person has clarified the messages he or she has received, issues are selected for negotiation. The facilitator needs to re-emphasize certain things so that there is no point in proceeding with the discussion on any particular item. In simple words, everyone must be prepared to make some sort of changes to get what he or she wants. If the behavior doesn’t change on both sides, the status quo will prevail. By an iterative process, each person selects and communicates his or her most important issues and eventually the group comes to a consensus about which ones will be dealt with at this point.
After this when all parties (two or more) are satisfied that an appropriate agreement has been reached, the participants write down the agreement to formalize it as a contract. Several negotiations may take place simultaneously, depending on the number of people or groups involved. All agreements are published for everyone to see and are discussed openly in the group (public commitment increases the chances for compliance).
3 Dynamics of Role Negotiation
This process focuses on the working relationships between people, not their feelings about one another. As such, it is less threatening to most groups and more accessible than other techniques that place greater emphasis on interpersonal dynamics. People tend to be more at home discussing issues of power and influence on the job, rather than those involving feeling and emotion.
The method
1. Each person writes down privately the following: -
In order for me to achieve my objective (For example to contribute effectively to the work), I would like you to: -
Do these three things
.......................................................................................................
Keep doing these three things
.......................................................................................................
Stop doing these three things
.......................................................................................................
2. Each person then shares their information with their partner. At this stage just listen and seek clarification, don't argue or get defensive! It helps to have equal time to talk.
3. The parties now negotiate their expectations. A party can: -
Say "Of course I will accede to your request". This would be sensible if the request is easy and gives you an immediate benefit.
Say "I can't do that because......" The request might violate your values, by being (say) unethical, or it might be politically impossible..
Say "I would be prepared to meet your request if you would help me with this one of mine". The request might not give you an immediate benefit and demand work. Acceding would help your colleague and the team. You would also get something back directly.
4 The parties record and preferably display their agreements. This helps people to follow through with their decisions.
Hints
• Play the negotiation straight. If you use tactics or manipulation, then people will not use the technique again. They will also become suspicious of all the management techniques you use.
• Make your requests small, clear and doable. People can agree to use the right form for something and deliver this. It is not sensible to ask people to be more efficient and expect them to deliver that.
• Aim for equity in the negotiations. If people "give in" to every demand they will feel exploited later. People who want something for themselves for everything they give will lose co-operation. People will think they are mean.
• People have found an external facilitator helpful. This person can help to build a supportive and equitable climate and manage the process. Both can be difficult for a manager who is involved in the negotiations personally.
• Give the process enough time. The expectations take time to clarify. This is often the first time people have talked directly about how they work together.
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