Negotiating Vision
Published on May 31, 2017
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MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
Negotiating Vision
Or Making Your Project Work
Based on Peter Block's, "The Empowered Manager"
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3 Key Points
The goal of reviewing this material is to help you clearly understand that...
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Clear Vision
You Have to Be Able to Articulate It
As long as you're not sure what you are trying to do, so called "resistance" to change is likely ambivalence. If you don't know exactly what you want to do, why should we institute changes?
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Adversaries
Not All Who Disagree With You Are
Sometimes it is the trusted friend or colleague who can tell you, "I think you're missing something here."
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Critique
Offers Clues to Modify & Strengthen the Vision
Those who critique our vision give us the clues and insight into how we need to modify and/or strengthen our vision.
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Politics
It's Not Just a Dirty Word
Block says that you become "political" as soon as you try to take your vision & translate it into action.
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#1 Identify WHO
Is Needed to Make the Vision Real
Who is needed to make this idea successful?
What leverage do we have to negotiate the vision--where are we willing to give a little?
What is non-negotiable?
How do we build agreement & trust?
What leverage do we have to negotiate the vision--where are we willing to give a little?
What is non-negotiable?
How do we build agreement & trust?
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#2 Start Talking
(i.e., engage your fellow humans)
1) Exchange vision, purpose and/or goals
2) Affirm (the yes's) or negotiate Agreement (the no's)
3) Affirm (the yes's) or negotiate TRUST (the no's)
2) Affirm (the yes's) or negotiate Agreement (the no's)
3) Affirm (the yes's) or negotiate TRUST (the no's)
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Agreement & Trust
Need to Understand These Elements
Draw matrix without boxes on NP: Vertical Axis of Agreement & Horizontal Axis of Trust
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Different Quadrants
Different Approaches
High Agreement/Low Trust:
Affirm Goals (Bedfellows)
High Agreement/High Trust:
Affirm relationship (Allies)
Low Agreement/High Trust:
Work out nuts & bolts (Opponents)
Low Agreement/Low Trust:
Work on relationship (Adversaries)
Middle Agreement/Low Trust: don't spend a lot of time here (Fence Sitters)
Affirm Goals (Bedfellows)
High Agreement/High Trust:
Affirm relationship (Allies)
Low Agreement/High Trust:
Work out nuts & bolts (Opponents)
Low Agreement/Low Trust:
Work on relationship (Adversaries)
Middle Agreement/Low Trust: don't spend a lot of time here (Fence Sitters)
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Allies
- Affirm trust
- Affirm agreement
- Delegate to avoid burnout
- Show your warts
- Get encouragement when you're tired
- If not for us, against us?
If not for us, against us--but is 25% really a position of strength?
Opponents
- Affirm trust
- Negotiate agreement
- Use their arguments to strengthen your case
- Look for the win/win
- Give up need to be right & just LISTEN
Bedfellows
- Affirm agreement
- Negotiate trust--acknowledge the relationship is rocky
- Be clear what you would like going forward
- Ask what they want
- We tend to avoid those who don't trust us. Fight this.
- Forgive their choice to be cautious
Adversaries
- Engage your adversaries. Are they truly adversaries or merely opponents?
- Square stays empty until negotiations have failed
- State your vision--and your reluctance to share your vision with someone you don't trust
- Negotiate the RELATIONSHIP, take responsibility for own mistakes
They take up our psychic energy & time.
Adversaries, cont.
- Do NOT negotiate the VISION. Tell them what you will do next & walk away
- 3rd party support--the other quadrants are watching: take the high road
- Do you think you can really influence someone who doesn't trust you?
Fence Sitters
- Cautious, don't want to commit
- Don't spend too much time & energy here
- Don't need to affirm anything: just state your vision and ask their opinion
- High feeling people--give them some emotion. "I'm disappointed you don't feel ready to commit to the project."
- Leave the door open, "Please sleep on it"
- Their caution propels you forward
