Based on past experience, what are two most common perception problems in negotiation? What safeguards would you employ to avoid misperceptions in negotiation?
Tony Colwell - 16 September After the lull of the holiday season the Interim Management community has shown renewed interest in subject of "Catch 22" - the Cabinet Office's constraints on public sector deployment of Interim Managers. The discussion had turned negative and a new direction, leading to some positive action, was called for.
Because this is a closed Group, I thought it would be appropriate to reproduce my comment, which with minor editing was as follows. This [Odgers Interim Management] discussion thread started on 3rd June.
Alf Oldman and I had a meeting with the Cabinet Office on 1 July at which we were informed of plans to introduce new framework agreements to cover consultancy and executive interim requirements.
We were not bound by non-disclosure agreement; it is more out of regard for our professional integrity that we have not broadcast plans that the Cabinet Office has chosen not to announce formally. It might be helpful, to take the debate forward in a constructive manner, to disclose some of what we know.
The meeting dispelled a few myths surrounding "Catch 22". The Cabinet Office constraints on the use of 'consultants' applied to Central Government only. The use of consultants and interims by local authorities has been affected by budgetary constraints, not as far as I am aware by Central Government directive.
DWP Cipher - the outsourced Capita supply model; 2.
I am not clear it was mandated that the Cabinet Office would have to approve such business cases. Besides, the freedom to use "any other option" gives enormous scope, especially in 5 individual assignment negotiation strategy article analysis of the Public Accounts Committee's findings that the Cabinet Office is incapable of assessing value.
Cabinet Office and formerly Buying Solutions' frameworks - of which there are currently 19 active - have never been mandated, and neither will they be. That the Cabinet Office should be seen to prevent Central Government departments, or local authorities, from discharging their responsibilities is clearly unwise both politically and in terms of maintaining managerial accountability.
The proposed new frameworks are to fall within two distinct categories: Executive interim will not be classified as contingent labour, but 'handle-turning' contractors' roles will be.
I feel it is inappropriate to comment on the dividing line in terms of day rates but it was clear to me that many existing public sector 'interims' will fall into the contingent labour category, including those working at rates above recognised as lower-limit thresholds by the two professional bodies, API and IIM.
This is to be welcomed.
If the Cabinet Office delivers what Alf and I were told is planned, then the recognition of executive interim status and the crossover with, and alternative to, big consultancy will be addressed.
My focus since the meeting has been on the interim management supply model. The success of any new frameworks is entirely dependent on the outcome of the tendering process. The critical factors are a Cabinet Office recognition that best value does not equate to lowest Interim Service Provider's "ISP" margin, and b ISP's placing bids that demonstrate, can deliver, and can measure the added value of a higher-margin service.
The Cabinet Office is fully aware of the need to evaluate different interim management supply models. To this end Alf and I produced a second White Paper which we have not published in the public domain. Much of the content regarding measuring the effectiveness of interim management supply models has been put to the IM community for discussion, both before and after we submitted the White Paper to the Cabinet Office.
Details can be found in my earlier blog. Disappointingly, these attracted only moderate interest and little comment from the ISPs themselves. Alf and I know from private discussions we had with various ISPs that more is going on behind the scenes than is apparent in the public domain.
I would expect some reticence to discuss publically what ISPs might be doing to establish their own positions and place their bids.
The future of the executive interim opportunity in Central Government departments is at stake. So perhaps this discussion should be redirected towards ensuring that ISPs provide the type of interim supply model that we executive interims would wish.
Business transformation typically involves people, process and systems changes which need to be delivered in order to produce a step change within the business. The design of effective processes and application of appropriate technology is not enough to ensure success.
Insufficient acceptance and adoption of the new processes, arising from inadequate engagement of stakeholders, is a common cause of transformation failures. The same is true for public sector transformation, whether internally within public and civil organisations or in pursuit of broader civil and social reforms.
Much of the published literature on stakeholder engagement deals with the introduction of sustainable engagement programmes in public, private and civil society organisations - with strong emphasis on accountability, particularly democratic accountability - and is applicable to the integration of stakeholder engagement with corporate governance, strategy and operations.
This article is directed at the tactical application of stakeholder engagement within a specific project or programme - a pragmatic approach to getting stakeholders on board, and ensuring the desired outcomes are achieved.Negotiation Strategy Article Analysis Paper MGT Organizational Negotiations Negotiation Strategy Article Analysis Paper Two articles were selected to describe negotiation situations employing different strategy approaches to applied situations.
This paper will describe the negotiation processes used in the selected articles, compare and contrast the two strategies, and determine if the. 3. Employee Development The aim of an assessment interview is both to design tailor-made training programs and to identify high potentials for the company's succession planning.
ARTICLE ANALYSIS 2 Article Analysis In global negotiations, especially in the case of peace negotiations, representatives of the respective parties have had two major obstacles to overcome.
First are the cross-cultural boundaries that naturally occur between participants of different origins. Negotiation Strategy Article Analysis Introduction In this world, the likelihood of being involved or exposed to a negotiation Is more common than one may think. In considering yourself, another individual, party, or group that Is Involved In a negotiation, a strategy should be followed.
Although most people view negotiation as a fixed sequence (Clauses, ). 5 Individual Assignment Negotiation Strategy Article Analysis.
Negotiation Strategy Article Analysis Introduction In this world, the likelihood of being involved or exposed to a negotiation is more common than one may think. In considering yourself, another individual, party, or group that is involved in a negotiation, a strategy should be followed.
Although most people view negotiation as a.
Individual Assignment: Article Analysis. Resource: Week Five Readings Use the assigned readings from the text, the Electronic Reserve Readings link, the Internet, or other resources to find an article that discusses a negotiation situation that has occurred in a global context (e.g., international organization or corporation, international acquisition, government-to-government negotiation, etc.).