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" You want a line worker s help in collecting error rate data. The plant manager s position may be that no resources are available. The manager s interest might be that he wants to maintain control or be seen as competent (but thinks this won t happen if he gives you access to the data). " You want a team member to attend more project meetings. Her position might be that she doesn t have the time. Her interest might be that she wants to get credit or be associated only with a success (and she s not sure if this project will succeed or whether she ll get any credit if it does). What to Do When You're Negotiating This document is created with the unregistered version of CHM2PDF Pilot 1. Identify the issue: what you re negotiating about. 2. Identify your own and the other person s interests (see Tool 11-3 for guidance). 3. Focus on interests rather than positions. Think about what you have to offer the other person (i.e., how you might satisfy his/her interests), and how to make your offer attractive to this person. Think about what he or she has that would satisfy your interests; don t be afraid to ask for what you want or suggest trades. 4. If the other person s style bothers you, don t let it get in the way of negotiating. The goal is to get both parties interests satisfied, not to become best friends. 5. Generate alternatives, discuss them, evaluate, select, and implement. 6. Repeat as necessary! This document is created with the unregistered version of CHM2PDF Pilot Reality Check In the last chapter we described a team that identified the need to consolidate all monthly reporting into a single report. During the course of the project, the team discovered that different departments were taking credit for the same revenue, resulting in the CFO significantly overstating company earnings. While the CFO s position relative to the team didn t change from the beginning to the end of the project he still openly supported it his interests naturally shifted. The team used the Checklist: Identifying Your Project Stakeholders Interests to help them identify what the CFO s underlying interests might be. His original interests were to reduce both the time and effort required to analyze the monthly reports, and the potential for error that resulted from having different reports for each department. As the team progressed, and their analysis uncovered the unexpected issue of overstated earnings, the CFO s interests shifted to not being seen as responsible for the overstatement and, finally, to keeping his job. After reviewing what they knew about the CFO and having a confidential discussion with the Master Black Belt (a long-time colleague to the CFO), the team concluded that the CFO s need to be seen as competent and valuable to the organization was a stronger interest than his need to save face. The team then used the Checklist: Influence Strategies to identify an appropriate strategy for getting the CFO s support. They decided on a strategy of asking for much more direct involvement of the CFO in uncovering the extent of the problem and communicating the issues and solutions to the organization. The CFO responded to the team s request, and the project was able to continue. This document is created with the unregistered version of CHM2PDF Pilot Chapter 12: How to Communicate with People Whose Help You Need Highlights If you want to get support and cooperation for your Six Sigma project, you need to know how to communicate about the project and your needs. The key is to talk to the people whose help you need in the way that is most appealing to them, not necessarily what is most comfortable for you. To do this, you need to figure out how they prefer to communicate, then adapt your style to theirs. What to Do: 1. Pick people whose help you need, and consider what you know about them, including the way they communicate, how they act, the positions they have in the organization. 2. Use the checklist in Tool 12-1 to help you figure out how you should communicate with each person selected, based on what you know about each of them. [ Pobierz całość w formacie PDF ] |