Conciliatory Training Risk Equity predisposition nature propensity sensitivity What? Constructive, Not Expose Perceptions of (personality Humanistic, suspicious themselves to what is fair and traits) Diplomatic very risky what is not situations Why? Cooperate and Use Benevolent, communicate aggressive and exchange with their share and techniques and information counterparts to exchange willing to take avoid information chances confrontation During the preparatory phase: Bargaining issues are identified Decisions as to who will make up the negotiation team Issues are prioritised, objectives formulated and relevant information is gathered about other parties interests and power Decision on where and when negotiations will take place During the interactive phase: Behavioural dynamics become important politeness, friendliness – Opening moves usually done by the initiating party – Annual negotiations trade union presents its list” – “demand Formalise list and establish formalities time frame/housekeeping – Initial impressions formed parties out” each other, stereotype – “feel Bulk of time in this allocated to dialogue and discussion Aim to modify attitudes and perceptions and expectations Assess interests, positions, analyse proposals, make counter-proposals All is aimed at ultimately agreement” or a deal” “reaching “making Behavioural variables in this phase: verbal and non-verbal communication; interpersonal interaction; power and persuasion; listening/questioning skills; paraphrasing; reflecting feelings the deal” “Closing Detail is put together solutions, terms and conditions – Ensure common understanding of agreement Formal agreement is drafted and signed Collective agreements
Conciliatory predisposition Training nature Risk propensity Equity sensitivity What? (personality traits) Constructive, Humanistic, Diplomatic Not suspicious Expose themselves to very risky situations Perceptions of what is fair and what is not Why? Cooperate and communicate with their counterparts to avoid confrontation share and exchange information Use aggressive techniques and willing to take chances Benevolent, and exchange information During the preparatory phase: Bargaining issues are identified Decisions as to who will make up the negotiation team Issues are prioritised, objectives formulated and relevant information is gathered about other parties interests and power Decision on where and when negotiations will take place During the interactive phase: Behavioural dynamics become important – politeness, friendliness Opening moves – usually done by the initiating party Annual negotiations – trade union presents its “demand list” Formalise list and establish formalities – time frame/housekeeping Initial impressions formed – parties “feel out” each other, stereotype Bulk of time in this allocated to dialogue and discussion Aim to modify attitudes and perceptions and expectations Assess interests, positions, analyse proposals, make counter-proposals All is aimed at ultimately “reaching agreement” or “making a deal” Behavioural variables in this phase: verbal and non-verbal communication; interpersonal interaction; power and persuasion; listening/questioning skills; paraphrasing; reflecting feelings “Closing the deal” Detail is put together – solutions, terms and conditions Ensure common understanding of agreement Formal agreement is drafted and signed Collective agreements
IOP_3706_Unit_6_Chap_12_ORIGINAL_Employment.docx