Saturday, August 25, 2007

Negotiating for Project Benefit - Power (contd.)

The Power of Attitude

Perhaps the worst person to negotiate for the project manager is the project manager himself. It is always easier to negotiate on behalf of someone else. This is because setbacks tend to be taken personally and therefore too seriously. It leads to excessive pressure and stress.

In contrast, an intermediary can be more relaxed and more objective. The exercise can be handled more as a game plan, and there is always the option for the intermediary to check back to his or her superior for further instructions. An intermediary can often buy you time to develop a new strategy and ultimately lead you to a more satisfactory conclusion.

The Power of the Knowledge of Needs

In all negotiations there are two things being bargained for:
1. The specific issues and demands which are stated openly
2. The real needs of the other side which are hidden

If you can possibly establish a reasonable guess at what the other side’s needs are, you can often forecast the outcome with remarkable certainty. Never forget that behind every apparently ruthless or uncaring organization or negotiator there are ordinary people desperately striving to meet their individual needs. What people say they want in their demands may not in fact satisfy their actual needs.

The Power of Commitment

Make the power of commitment in others work in three ways:
1. Take advantage of committed support to disperse the overall risk
2. Reduce individual stress level by sharing risk and anxiety with team associates
3. Demonstrate shoulder to shoulder team dedication and transmit awesome power vibrations in the face of opposition

So, obtaining the commitment of others to the project is crucial. You can form partnerships and alliances by offering a piece of the action, so that it is their action as well. Involvement begets commitment and commitment begets power.

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