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Final Project Milestone Two

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SNHU
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Running Head: PIOC ANALYSIS AND COMMUNICATION STRATEGIES 1
Milestone Two: PIOC Analysis and Communication strategies
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PIOC ANALYSIS AND COMMUNICATION STRATEGIES 2
Milestone Two: PIOC Analysis and Communication Strategies
CHRO’s Opening Remarks
Every negotiation consists of the people engaged in the negotiation and the problem the
parties intend to tackle. Separating the people from the problem at hand is a valuable skill. If we
turn our negotiating partner into an adversary, we gravitate towards losing focus of the primary
objective of solving the problem. Afterwards anything that one side says concerning the issue
appears to be aimed personally at the negotiating counterpart. Consequently, each party become
guarded, reactive, and may even completely disregard the other negotiator’s valid interests.
Delinking the goal to sort out the problem from our dislike, or perhaps even hatred, of the
counterpart leads to more productive conversation in attaining an agreement that is in our best
interest (Fisher & Ury, 2011). The two are separated by not assuming intentions based on our
fears, openly discussing each negotiator’s perceptions, and acting differently from expected to
address assumptions that the counterpart may have about you. These steps aid in collaboratively
realizing solutions that serve all individuals taking part in the negotiation.
Position and Interests
Table 1 presents case-specific examples of positions and their corresponding interests
that underlie the stands.
Table1
Examples of Positions and their Corresponding Interests
Positions
Interests

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Running Head: PIOC ANALYSIS AND COMMUNICATION STRATEGIES Milestone Two: PIOC Analysis and Communication strategies Name Institution Date 1 PIOC ANALYSIS AND COMMUNICATION STRATEGIES Milestone Two: PIOC Analysis and Communication Strategies CHRO’s Opening Remarks Every negotiation consists of the people engaged in the negotiation and the problem the parties intend to tackle. Separating the people from the problem at hand is a valuable skill. If we turn our negotiating partner into an adversary, we gravitate towards losing focus of the primary objective of solving the problem. Afterwards anything that one side says concerning the issue appears to be aimed personally at the negotiating counterpart. Consequently, each party become guarded, reactive, and may even completely disregard the other negotiator’s valid interests. Delinking the goal to sort out the problem from our dislike, or perhaps even hatred, of the counterpart leads to more productive conversation in attaining an agreement that is in our best interest (Fisher & Ury, 2011). The two are separated by not assuming intentions based on our fears, openly discussing each negotiator’s perceptions, and acting differently from expected to address assumptions that the counterpart may have about you. These steps aid in collaboratively realizing solutions that serve all individuals taking part in the negotiation. Position and Interests Table 1 presents case-specific examples of positions and their corresponding interest ...
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