OVERHEAD REDUCTION TASK FORCE

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OVERHEAD REDUCTION TASK FORCE

• Part II

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Meeting with Dixon

• Both pushed upwards to get
• A good team design (composition/small size/good
  skills mix)
• Commitment of resources
• Top management support in the form of Dixon
  launching the task force
• Both did so successfully in their own way using
  their own styles

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Team Launch

• Both were uncompromising and authoritative about
  the ends states to be achieved
• Both were equally insistent that the group
  determine the means
• Both established clear boundaries (e.g.., closing
  the door, using names, referring to the team as
  an entity)
• Both set basic norms of conduct and parameters
• Although emphasized that the team was responsible
  to manage itself, there were some definite dos
  and don'ts (confidentiality, cant terminate the
  newest employees)
• Both accomplished these objectives in their own
  way using very different styles

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TEAM DESIGN

• Supportive Context
• Clear Direction
• Authority to manage the workThe Means
• Enabling Structure (Membership)
• Small size (max of 6)
• Skill level
• Right mix of skills
• Technical, Problem solving/decision making,
  Interpersonal
• Heterogeneous

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STAGES OF TEAM DEVELOPMENT

• Forming
• Let concerns be aired
• Provide reassurance
• Nudge the group toward the task
• Ask for commitment
• Storming

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STAGES OF TEAM DEVELOPMENT

• Forming
• Let concerns be aired
• Provide reassurance
• Nudge the group toward the task
• Ask for commitment
• Storming
• Norming
• Performing
• Adjourning

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ORTF LESSONS LEARNED

• Importance of getting up front conditions right
• Consider team design issues slides
• Importance of the initial launch by the person
  who created the team and doing that launch well
  regarding
• Direction (see means vs. ends slide)
• Group boundaries
• Initial behavioral norms

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ORTF LESSONS LEARNED

• Timing is critical
• Continuities exist in the life of a group
• Team design and coaching behavior are
  interdependent
• Team leaders job
• Ensure favorable conditions
• Upward and lateral influence for effective design
• Coaching members to take full advantage of the
  situation
• Consider timing
• Coach the group through the stages of group
  development
• Maximize process gains and minimize process losses

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Conflict Management Negotiation
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Managing Conflict
High
Performance
Low
Complacency
Managed
Intense
Conflict
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Definitions

• Conflict
• Interaction of persons who perceive incompatible
  goals and interference from one another in
  achieving those goals
• Negotiation
• A process in which two or more parties attempt to
  reach acceptable agreement in a situation
  characterized by some level of disagreement.

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KEY STEPS

• Analyze Situation
• Identify your needs
• ImportanceIs it worth it?
• Zero-sum
• Strength of position
• Future Interactions?
• Analyze other party(ies)
• Real needs, interests
• Strengths/Weaknesses
• Their styles/approach
• Select Appropriate Approach
• Conflict Style
• Negotiation (Integrative, Distributive)

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Styles of Conflict Resolution
Aggressive
Competition (forcing)
Collaboration
(Marriage Counselors/Labor mediation)
(Manager exerting authority)
Satisfy Self?
Compromise
(Union-Management)
Avoidance
Accommodation
Passive
(Most common approach)
(Acquiescent Parent)
Uncooperative
Cooperative
Satisfy Other? (Cooperativeness)
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INTEGRATIVENEGOTIATION

• Conditions
• Generally best
• Win-Win is possible
• Opponent is willing

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DISTRIBUTIVE NEGOTIATING

• Conditions
• Zero-sum game
• Opponent is distributive
• You have the power
• Relationship not critical

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DISTRIBUTIVE STRATEGIES

• Identify target and resistance points
• Goal?
• Start moderately high/low, make concession, get
  stingy
• View initial offers as a starting point
• Persuasion
• Leverage Power Facts, Experience, position
• Fairness
• Emotions
• Closed
• Manage Perceptions

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DISTRIBUTIVE NEGOTIATION EXPERIENTIALLY

• Experience 1 Used Car Purchase/Sell
• Decide on a buyer team and a seller team
• Read only the situation and your role (2 minutes)
• Teams strategize and fill in the three blanks at
  the end of your role (5 minutes)
• 10 minutes to negotiate
• Ugli Orange
• Decide on a Dr. Jones team and a Dr. Roland
  team
• Have a team rep get your briefing sheet
• 30 minutes to read and negotiate

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INTEGRATIVENEGOTIATION

• Conditions
• Generally best
• Win-Win is possible
• Opponent is willing
• Key?
• Integrative Strategies?

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INTEGRATIVENEGOTIATION

• Integrative Strategies
• Openness
• Trust
• Flexibility
• Begin Positively
• Focus on the Issue
• Remain Rational
• Use objective criteria

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ARAK VS. BARKANTake Home Message

• Most real-world negotiations require both
  integrative and distributive approaches
• Effective negotiation requires the ability to
  carefully define the entire situation
• Effective negotiation requires flexibility
• The ability to use both integrative and
  distributive negotiation within the same session
  switching between techniques/approaches at the
  appropriate time.
• Why is this difficult?