Harvard Professors Fischer and Ury`s Pioneer Book Getting to Yes have changed the face of negotiations around the world. They argue that the position-based negotiating approach is ineffective in solving problems and that the agreements thus concluded are often bad compromises for everyone – not to stick to them. While there is no obligation to have a shareholders` pact, it is strongly recommended to ensure the safety of all parties. We start by studying how we are involved in the name, the guilt, the claim cycle, and then we focus on the roadmap of the solution, a framework for resolving conflicts. In practical exercises and scenarios, we show you how to use skills such as listening, diagnostic questions, labelling and reflection, to turn you around and implement these skills in your own conflict conversations. I invite you to use immediately what you learn in this course, so that you have a fluid mastery of the language of problem solving, a leadership that will greatly increase your potential. So once the problems are off, if they can come to a small agreement. Let`s put something on the fridge, where we write notes on what we`re not. Maybe we don`t communicate well with each other, or on a Saturday morning, let`s have a meeting and talk about x, y and z. Conflict is the « process that begins when one party perceives that the other has frustrated or is countering a concern on its part, » said Kenneth Thomas, author of the Manual of Industrial and Organizational Psychology and co-creator of the Thomas-Kilmann Conflict fashion instrument. Thomas describes conflict as situations where the needs, desires or values of both parties collide or disturb each other in one way or another. Conflicts should not be harmful; It all depends on how we handle situations.
If one demonstrates both a moderate degree of self-understanding and perseverance and the willingness to cooperate with another, behaviour becomes a compromise (in the middle of the quadrant model; The conciliator does not completely avoid conflict and does not cooperate fully to resolve it. It is a half-baked « win-win. » Here, we show how to manage shareholder conflicts and explore how to find a solution to protect the future of the company. If you have argued over the concessions that bring the parties to an agreement, it may be helpful to stop the process and talk again about interests. Each of the parties can provide a summary of how they understand the interests of others and how they perceive current comparison options that correspond to the interests of the other party and its own.