Tools and consultancy to help people listen to each other and work together better
Home Contact me Ezine sign up Biography Search Business

There is a simple way to be happier. Take turns sharing stories about times when you were happy and when you made someone else happy. Here are more Eye-Opening Conversation starters.
Browse Site
Index
Links & Resources
New Stuff
Free half hour
Testimonials
Appreciative Inquiry
Coconsulting
Core Process
Discover your Purpose
Exercises
Case examples
Games
Effective Meetings
For Consultants and Trainers
For Individuals
For Managers
Free E-book on Developing People
Ezines
Interfaith work
Building Peace
Installing Love
Love is on the way
Loving Politicians
Releasing Creativity
 
Previous Page Printable Version
 
Role Negotiation
 

Acknowledgement

Roger Harrison first described Role Negotiation.

The idea

The expectations of others largely decide a person's role. When these are clear, role conflict and role ambiguity can reduce. Everyone knows what everyone else expects. Role negotiation is a process for clarifying these expectations. You negotiate with an individual not a group.

The method

  1. Each person writes down privately the following: -

    In order for me to achieve my objective (For example to contribute effectively to the work), I would like you to: -

    Do these three things....................................................................................................................

    Keep doing these three things.......................................................................................................

    Stop doing these three things.........................................................................................................

  2. Each person then shares their information with their partner. At this stage just listen and seek clarification, don't argue or get defensive! It helps to have equal time to talk.
  3. The parties now negotiate their expectations. A party can: -

Say "Of course I will accede to your request". This would be sensible if the request is easy and gives you an immediate benefit.

Say "I can't do that because......" The request might violate your values, by being (say) unethical, or it might be politically impossible..

Say "I would be prepared to meet your request if you would help me with this one of mine". The request might not give you an immediate benefit and demand work. Acceding would help your colleague and the team. You would also get something back directly.

4 The parties record and preferably display their agreements. This helps people to follow through with their decisions.

Hints

  • Play the negotiation straight. If you use tactics or manipulation, then people will not use the technique again. They will also become suspicious of all the management techniques you use.
  • Make your requests small, clear and doable. People can agree to use the right form for something and deliver this. It is not sensible to ask people to be more efficient and expect them to deliver that.
  • Aim for equity in the negotiations. If people "give in" to every demand they will feel exploited later. People who want something for themselves for everything they give will lose co-operation. People will think they are mean.
  • People have found an external facilitator helpful. This person can help to build a supportive and equitable climate and manage the process. Both can be difficult for a manager who is involved in the negotiations personally.
  • Give the process enough time. The expectations take time to clarify. This is often the first time people have talked directly about how they work together.

 

Sharing

Please use any of the buttons below to share this article more widely.

 


I would love to know what you think of these ideas:

Your email address (if you would like a response):

Your Comments:

Select "I Confirm" this is an anti-spam measure:

 

Contact me

Phone +44 (0)1707886553, or +44(0)7879861525 email nickheap43@gmail.com or Skype nickheap

Using these materials
I am entirely happy for you to use or draw on any these materials in any way you think will be helpful. I am keen to have my work, and the work of the people I have learned from, used.  

Language

The language on this site is correct UK English throughout. There are differences in spelling and meaning between UK and US English. The context should make the material understandable in the US.

Further Information

There are free articles, exercises, designs, book references and links to other sources about many aspects of personal, team, management and organisation development on this website. I will add other resources as I learn what you want.

View Nick Heap's profile on LinkedIn
 
Previous Page Back to Top Home Printable Version
 
home, site map, privacy policy, site design by carrot.co.uk ltd, © Nick Heap 2004