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Managers who are effective politicians need four skills: agenda-setting, mapping the political
terrain, networking and coalition-building, and bargaining and negotiating (Bolman & Deal,
2017).
Select and discuss one skill including how you or someone can build this competency.
I chose bargaining and negotiation because this is the area I need to strengthen more. In
Political Negotiation: A Handbook, Foster writes about negotiation myopia and that it covers
the many ways in which negotiators fail to see their own advantage, sometimes right in from of
them, thereby missing an opportunity for coming to an agreement (Foster, 2016). I know I have
done this more than once. I interpret that as someone who is unable to see the other side of
something because they are too set in their way of doing it, AKA stubbornness. One thing I have
done to recognize it in myself is think "what else can be brought to the table". After I started
Advertising classes at CSUF for my major, I realized that thinking outside the box gave me more
opportunities. I had to retrain my brain into thinking creatively instead of thinking critically. I
still struggle with this but it is something I actively try correcting when I am working on projects
because I know I do not have all the solutions and I know it is okay to lean on my team
members if I need help. I try correcting it by asking for feedback and giving others an
opportunity to speak up. The fundamental dilemma in negotiations is choosing between
creating value and claiming value (Bolman & Deal, 2017). The differences between the two are
how they get to their winwin solution. The creators believe that successful negotiation must be
inventive and cooperative, where value claimers see bargaining as a tough, hard process where
you have to do what it takes to win as much as you can (Bolman & Deal, 2017).
One example I have is from working in my Community Impact team at Jamboree. Every summer
we plan activities, field trips, and events for our youth and families to participate in and there is
always a theme. During our brainstorming meeting in February, I brought a theme and field trip
idea to the table and asked for feedback, immediately one of my coworkers, Eric, said he did
not like it. He had no specific reason other than he did not like it. That put me on the defense
because I had a very thought out plan, with a budget, different activities, and had an
organization to partner with for this summer. After about 10 minutes of going back and forth
between our team of 11 people, I said "Eric what ideas do you have for summer?" and he said
"nothing right now, but I do not like this idea", I responded with "Okay, well until you have an
idea, don't shut mine down". It got so quiet you could hear a pen drop. In that moment I felt
like Eric was attacking me, not my idea. Looking back, I would have held back my comment
because it was unnecessary. I cannot control what other people say, but I can control what I
say. In that moment I could have focused more on Fisher and Ury's second and third strategies
in their negotiation approach.

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Managers who are effective politicians need four skills: agenda-setting, mapping the political terrain, networking and coalition-building, and bargaining and negotiating (Bolman & Deal, 2017). Select and discuss one skill including how you or someone can build this competency. I chose bargaining and negotiation because this is the area I need to strengthen more. In Political Negotiation: A Handbook, Foster writes about negotiation myopia and that it covers the many ways in which negotiators fail to see their own advantage, sometimes right in from of them, thereby missing an opportunity for co ...
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