Dear colleagues, friends and students of the workshop: MANAGING CONFLICT IN INTERNATIONAL MARKETS "China: Exploring the Asian giant"
As promised!
I sent the "International Negotiation Framework Reference Action *:
This framework manages a number of variables that invites reflection as each person according to his own experience complete or build your own negotiating framework:
"Action: 8 Steps to break a conflict, a strategy and reach agreement"
1 .- Deepen in the situation: consists in taking away the problem and ask: What happens?, what is the perception of another person with respect to the conflict? And what is my perception?. 2 .-
Agenda: The agenda makes clear what points are to be treated and which are not also on the agenda throughout the process can be changed if deemed appropriate to incorporate some point in the beginning was dropped, it always with the consent of the negotiators. Usually what is going to try at first are the common and uncommon are discussed in terms of what is decided in the process.
3 .- Analysis: In a process of mediation or negotiation is not easy to analyze. Usually do not have the data necessary to do so, however, I suggest you take into account some indicators that can inform a bit more with whom we negotiate?: 3.1-
for: As Negotiators must be clear and never lose sight of the type of relationship, ie, I have to deal with: my boss?, is the middle management of the company?, is my sole supplier of this product? Does the head of department? Is the sector competitor?, "A company that only this time I shall the product? Is it the first time you see this business? Is there a relationship of subordination? What horizontal? Is it the first time a conflict arises? o there are often differences between these two employees?
need to ask many questions to find out the type of relationship or not, and on that basis develop a strategy, because it is not an employment relationship of a specific situation that a relationship will have to keep in time medium or long term.
3.2 .- Culture: Remember that we live in a world full of individual cultures, ie everyone has their beliefs, thoughts and ideology. Now if you have a dispute with the company next door, perhaps they might have something in common or not (perhaps the language), how important is to discover what is important to the other, what their motivations, values \u200b\u200band try to connect with them, because this will facilitate dialogue and a possible agreement.
Bear in mind that the type of culture has great influence on the negotiation, because it is not the same person to negotiate with China, which usually trades in a group, the meaning of friendship for long term business important, and insist on ourselves the same questions over and over again to make sure we tell the truth, to mediate or negotiate with a person from Spain, speaking our language, which will probably be one of the process and not insist wondering the same thing. Be prepared for the particularities of each culture!
3.3 .- Communication: Refers to adjust our language to the context and make sure that we understood. The former refers to our language must be restricted to the environment, if you ask an economist what is the demand? It is likely that we talk about market demand and if you ask a lawyer will tell you that a lawsuit is a letter that stands before a judge, by that I mean, we must be very careful what we say, adjust the environment and of course see that our message has arrived correctly, because a message can have different forms of interpretation, so check if it has been explained well.
4 .- Positions: From your perception what you think is the position of the other business and what are yours?. This requires that you reflect and try to find who is hiding behind it, what do you really want the other negotiator?
5 .- Interest: Behind those extreme positions often are hidden so-called "needs", ie "our true interests," what we want, what motivates us, what we want in the negotiation. To discover our own needs and the needs of other business. I stress this because I know many businesses that are so focused on their own interests to forget the other business interests and "take into account the interests of others" is very important to achieve any agreements.
6 .- Options: may find it surprising, the best generation of options is made by the businesses and even better, according to the conflict, if we call other people to contribute with ideas will be optimal.
6.1 .- Generating ideas: not discard any more far-fetched idea that seems, suggest and record there will be time to evaluate them.
6.2 .- Evaluate each of the ideas: Rate personal consequences for everyone, in the trade and industry, international, etc., Or even do a SWOT analysis (strengths, weaknesses, threats, strengths and opportunities) each proposal.
7 .- Alternatives: Reflect, if there is no agreement, what I can do you own?, What is your alternative if there is no agreement?, What is the risk, is it manageable? Is it better the outcome regardless of the other party?.
8 .- Action: Sign of novel agreements on the basis of consensus and running!
SCHEMATIC SUMMARY:
A: Delve into the Situation: What is happening? and What is my / your persección?
Agenda (Items common and uncommon)
Analysis
C: Culture: Beliefs, values \u200b\u200band ideology.
C: communication and type of relationship
I: Interest
Ó: Options and Alternatives
N: Novel Agreements and ACTION!
* Source: Ramírez Cuenca, Maria Alejandra (2009). Conflict Management Coaching "Skills and Strategies for Trading and Mediation in Business." RC International Group. Venezuela
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