Negotiation techniques and conflict management

Peace among humans will inevitably come only when we know how to effectively manage our differences, resolve our conflicts and negotiate agreements. But immediately we have a very difficult question to answer: How to do it right? Conflict resolution processes, whether easy or complex, and mediation, have been present in humanity for many centuries, perhaps its origin is lost in the remote past of human history. These acts of negotiation and conflict resolution have been carried out permanently both with himself, as well as with other people with whom he has to interact, either with family, co-workers, partners, friends and enemies among others.. Not easy situations because, after approximately 35,000 years of history,Today in this century of great technological and scientific advances, we still insist on resolving our differences with violence ahead.

No one knows for sure, when the bow appeared in the life of man. The references, after a thorough study, affirm that they come from before the invention of writing, which is amazing since this expression of culture defines the integral concept of “history”.

So what to do at last in this situation? What strategies should we apply? Perhaps the only way out that so far we can wield is to address the issue and link it with the three levels of the human brain. The emotion, the word and the action. And when the processes get difficult, then it will be necessary to seek a mediator or facilitator.

We already know that negotiation is a tool that we can see from a strategic point of view. In this way, it constitutes an effective weapon for dialogue and personal growth. And in organizations, it is an important means for the manager to resolve unavoidable conflicts and promote reconciliation.

Today's people must be negotiators par excellence, the old Paradigms of imposition and control have given way to a style of communication and leadership based on dialogue and productive discussion, since the worker at any level of the organization deserves a treatment of respect and dignity, a condition that favors and encourages coexistence.

Considering these premises, we have designed the "Negotiation and agreements" workshop whose objective is to contribute to the strengthening of productivity from the organizational, operational and human spheres.

Human intelligence had always been considered primarily rational, and intensive brain research indicated that the rational occurred in the left hemisphere. But in 1981, Dr. Roger Sperry made an amazing discovery: the right hemisphere also contributes to human intelligence. The two hemispheres form the Neocortex and both intervene in rational affairs. This wonderful discovery made him the recipient of the Nobel Prize in medicine in that same year 1981. Later, Dr. Paul D. MacLean, in his in-depth research on the Triune brain, opens paths to the Limbic and basic brain, that is, the structures that lie beneath the Neocortex. These brains are known as the Unconscious.This distinguished researcher concluded that the brain is made up of three physically and chemically different structures: the Neocortical System, of thought and image; the Limbic System located under the Neocortex that allows us to desire and feel and under these two Systems, a third structure or complex - R related to behavior. Now, if two brain systems are below the level of consciousness, the basic question that we can ask in relation to the brain is how to guide people to have access to those other two deep brain systems? If each System contributes to the whole, how can deep systems be educated or how can they be brought into consciousness?Our mediations and efforts to resolve conflicts may fail because the two brains of emotion and performance lurk below the level of speech. Is it that hidden agendas stay under the table? We could conclude and affirm then that each brain system has independent functions but at the same time the potential impact of the three functions as a whole. We present in this workshop, a new Paradigm about the brain, very different from the purely mechanistic vision. It is based on the investigations about modern physics, that all matter is energy. So then, the matter of the brain is matter and therefore it is energy that allows us to work with multiple intelligence systems, as well as with different energy processes in continuous motion.If we remember Albert Eintein's energy formula: E = M.C2, energy offers us a unitary perspective of life and from this singular perspective we begin to appreciate multiple and diverse realities. How or what are the energy vibrations that govern the different brain structures? And what role do these vibrations play in any negotiation? If we know that the three brain structures are physically different, we can conclude that they vibrate at different speeds, therefore, the speed of the rational or analytical process of the Neocortex can prevent access to the deepest vibrations of emotions or doing. The distinguished doctor of education Elaine De Beauport,American who has dedicated himself to studying the functioning of the human brain focused on discovering the vibratory processes that allow us access to the three brain structures, different from each other, to achieve greater awareness and better management of the various realities in which we move like human beings. And much of this workshop is based on this very new negotiation process.

I believe that we can no longer ignore the power of the emotional world, especially the powerful potency of hurt emotions that draw us into hatred that can lead to terminal illness. It is already a proven fact that these emotions hurt us first than others. "To hate a person is to take a poison wanting to kill another", is a phrase that I have repeated many times in my lectures trying to understand the importance of accessing the world of forgiveness. Rabies unleashes processes that are not good for the body. It is a sign that we are hurt because we have not been given what we want. If we are unable to heal frustration and anger, if we cannot develop the ability to negotiate, if we cannot give ourselves what we want,We will continue to blame others, until we find sufficient reasons to justify our anger, turning it into hatred that pushes us later to act with violence against the other.

Whether we like it or not, whether we agree or not, our three brain systems continually emit sounds and sometimes lights within our mind-body, connecting us in resonance or dissonance with those around us. Whether we like it or not, whether we agree or not, our emotions, not recognized or expressed, can ruin the dialogues and agreements with our interlocutors.

If we cannot heal our emotionality and to act we only think with the Neocortex or with the left hemisphere, we are dispensing with our emotional brain, therefore, of empathy, motivation and affection. The result is that the agreement is lost because the action is never reached, simply because it is sabotaged by emotionality, which was not taken into account.

COMMUNICATION, AN ESSENTIAL TOOL FOR NEGOTIATION

Communication is the process of getting closer to the other or separating ourselves from that other, of connecting or disconnecting, of failing or succeeding in the exchange of ideas, thoughts and feelings. It can happen between two or more people. It is a bilateral process, a circuit in which individuals interact through a set of conventional signs and symbols. Often the experience of communicating or simply being with the other is overloaded with disagreements, misunderstandings, confusion, anger and even chaos. We lose patience and want to part. Sometimes we can physically separate from each other, but our thoughts do not separate. Losa memories remain stuck in our memory, continuously distort our thoughts,they transform affection into resentment and weaken our action in such future circumstances. Our memory produces a continuous internal murmur, we constantly repeat to ourselves what we wished we had said and did not say; we imagine the other possibilities that we put aside, we feel terribly and bad memories do not leave us alone.

The mind does not stop, even despite physical distances or the passage of time. The notion of being able to separate ourselves in a definitive way is a fiction of times past, in which we saw ourselves as matter capable of being separated into parts. Now as energy, we know that the process of being with each other is continuous; intense and more present in some cases, lighter and more distant at other times.

COMMUNICATION BARRIERS

If we want to improve our communication, it is necessary to be aware of the following barriers.

EMOTIONAL BLOCKS: Fear, defensive attitude

DIFFERENT FRAMES OF REFERENCE: When we observe reality from different perspectives.

SCARCE VOCABULARY: Limited number of words

LACK OF ABILITY TO TAKE ADVANTAGE OF PERSONALITY: It is important to take into account how ideas are expressed using gestures, smile and voice quality.

Scientific research on human behavior has determined that we have three brains, made up of the following:

REPTILO BRAIN:

It is also called the basic brain where the file of our sensations or motor activity is located. There is the routine, imitation, repetition, tropisms or stimuli, deception.

LIMBIC BRAIN:

Mammalian brain related to wanting, desiring, sex, breathing, emotions, pain, long-term memory.

NEOCORTICAL BRAIN:

It has two hemispheres:

1. Left hemisphere where sequential, linear, logical, rational thinking resides. Right hemisphere which is the seat of spatial, creative, intuitive, timeless thinking.

THE DIFFERENCES AND THE CONFLICT

Some people claim that humans are aggressive by nature. I would not like to share that idea because it generalizes and does not take into account all of human nature. We prefer to find the origin of the conflicts in our difficulty to handle the differences that are characteristic of each brain.

The Neocortex, brain of thinking and imagining, is made up of billions of cells, all capable of making quadrillion connections, actually a number that is very difficult to imagine. The purpose of this brain is to make distinctions, therefore it is capable of endless differences.

The Emotional brain is the brain of desires and it seems that when we do not access the natural chemistry of this brain to promote attraction and love, we take refuge in thinking and separate ourselves from our friends and colleagues, including our family and friends. citizens of our own country.. Sometimes when we don't love each other enough, we seek a lawsuit. Also, if we want to use our thinking brain to justify what we want, as opposed to what others want, then we are in a power struggle, or perhaps a power block with its resulting conflict.

In the third brain, the survival brain, it is the basic brain. We organize ourselves in limited groups to defend ourselves against groups of another nature. We form different associations, parties, tribes, religions and nations, according to our patterns, past actions and values ​​that we have repeated century after century.

We can see that all three brains lend themselves to maintaining our differences, therefore the differences should not surprise us.

It is equally possible to use these same brains to unify us. In the Neocortex of thinking, we need to update our belief system, leaving aside the old philosophy of dualisms and opposites, upheld by Newtonian physics, and make our own the new physics belief that we are parts within the whole.. With this new belief we can then use this brain, the brain of distinctions, to connect rather than separate.

Once we know that differences can be used to make new connections, we can look again at the Emotional brain of wanting. When we realize that we are a whole, the desire to be close makes more sense, which leads us to love or at least, to feel empathy for the other.

By believing and feeling a totality that desires closeness, we will open the way to a great change in our Basic brain behavior. A change that takes us from exclusion, in which we hide in a group, trying to defend ourselves in the world, towards an attitude of inclusion. So much obvious violence shows us that exclusion does not defend us, even taking refuge in different groups. There is no adequate defense in exclusion. There is defense only in inclusion. There is defense in connection.

What do we focus on? For what purpose? Either we concentrate on separating ourselves in our differences or we concentrate on uniting ourselves, on complementing each other. Will we put aside opposites and seek to focus on what connects us? Brains are the matter - energy that each one decides how to use. In other words, brains are the instruments that each person plays. I focus and I blur: I am the conductor of my cerebral orchestra.

THE ESSENTIAL IS:

1. Recognize that differences are characteristic of each brain Achieve a belief system based on the whole, which helps us connect instead of separating Appreciate and manage our differences to avoid them becoming sources of conflict Admit that our power is continuously blocked during our daily experience and that we learned to manage by withdrawing from these blockades Learn to dialogue and negotiate our way by reviewing these blockades, until reaching agreements Learn not to be afraid of conflict, wielding the new defense of dialogue and negotiation, leaving in the past the barbaric habit of killing ourselves.

And finally it is essential to realize that conflict is part of human nature due to the complexity of cells, physical structures and brain formations that make it up. Each cell is energy capable of generating growth and destruction. Each atom is nuclear and gives off different vibrations that we are just beginning to learn to handle. Therefore, differences, disagreements and conflicts are normal.

Thinking, imagining, intuiting, moving and acting: vibrations of energy that are continuously interconnecting us, whether in thick and obvious waves or in fine, subtle and barely perceptible waves. Discovering that we are all connected in energy should lead us to change our attitude towards each other. Today we know that the other is, on the physical plane, as the new physics says:

The other is an extension of me

The other is a diversification of me

The other is a reflection of me

Consequently, we need to learn:

A new attitude towards the other

A new way of getting closer

A new way of appreciating ourselves

A new way to solve difficulties

A new way of reaching agreements

And so we realize that we belong to each other and stay together

NEURO-LINGUISTIC PROGRAMMING

Neuro-linguistic programming (NLP) is a communication model aimed at achieving personal excellence. It is a valid, reliable and effective tool for the manager to undertake negotiation activities. In short, human beings are capable of learning through the three systems of representation such as: visual, auditory, and Kinesthetic.

In addition, we can consider three fundamental aspects:

SYNCHRONIZE: It is the process by which a close contact is established between the conscious (words) and unconscious (gestures) levels of the interlocutor. The quality of communication between individuals depends on other factors, especially the unconscious ones.

Synchronization consists of reflecting their own image towards the other person, sending them non-verbal signals that they can identify as their own, finally leading to the obtaining of a relationship that allows directing the conversation.

In synchronization there are two types of parameters:

Verbal Parameters: They constitute the form of the speech (Predicates and turns of sentences)

Non-Verbal Parameters: They consist of two elements:

• Macrobehavior: General posture, gestures and vocal characteristics. Microbehavior: Head position, small movements of arms and legs, forward or backward tilt of the body, breathing.

Through synchronization, a climate of trust is created, conducive to acquiring information and leading a conversation, laying the foundations to carry out an effective Negotiation.

CALIBRATE: It is a technique that consists in discovering in the individual, the non-verbal Indicators that he associates with some internal states, understanding these as the mental situation of a person: concentration, doubt, security, joy, sadness.

SHARE: It is a synchronicity skill that is used when we exchange aspects of common interests: friends, businesses, hobbies.

WHAT IS AN EMOTION?

Emotion refers to a feeling and thoughts, biological and psychological states and the type of tendencies to action that characterize it. In this way, the following categorization can be established:

ANGER: rage, anger, resentment, fury, hatred, violence.

SADNESS: grief, grief, melancholy. In pathological case, severe depression.

FEAR: anxiety, apprehension, or predisposition, nervousness, uncertainty.

JOY: happiness, joy, tranquility, sensual pleasure, dignity.

LOVE: acceptance, cordiality, trust, infatuation.

SURPRISE: shock, amazement, bewilderment, admiration

AVERSION: contempt, disdain, dislike, disgust.

SHAME: guilt, remorse, regret, humiliation, grief

¿ WHAT IS EMOTIONAL INTELLIGENCE?

Emotional intelligence is a way of interacting with the world, through which feelings are taken into account, including the development of skills such as: impulse control, self-awareness, motivation, enthusiasm, perseverance, empathy, among others.

HOW DO EMOTIONS AFFECT US?

Each emotion predisposes the body to a different type of response. In this way the following is observed:

• Anger: increases blood flow to the hands, making it easier to wield a weapon or hit the opponent. Fear: The blood is withdrawn from the face, flowing towards the legs to promote escape. Happiness: It inhibits negative feelings and produces a feeling of well-being and tranquility. Love: Produces a state of calm and satisfaction that favors coexistence. Surprise: Unexpected event that induces the individual to raise the eyebrows by increasing the visual field. Sadness: Decreases energy and enthusiasm for vital activities.

FAN OF EMOTIONAL COMPETENCES:

• Ability to calm down and trust oneself Ability to reassure another person Ability to resolve conflicts and negotiate disagreements (win-win) Know how to listen Think positively Use reflective language instead of defensive language Make options to avoid confrontation Assume another's point of view person (empathy) Accept or tolerate criticism Be assertive using the “I message” Create a climate that values ​​diversity Ability to foster harmony between people

EMOTIONAL HABITS CANNOT BE CHANGED

FROM OVERNIGHT…………………

DEMANDS A LOT OF ATTENTION AND PERSEVERANCE

CHARACTERISTICS OF THE EMOTIONAL MIND

• It is faster than the rational mind, and it goes to work without stopping to consider what it is doing. Its speed makes analytical reflection impossible. It contains a strong sense of certainty. After the action, the following question is asked, Why did I do this? It allows making intuitive judgments capturing an emotional reality (she is lying, he is angry). The duration of an intense emotion is very short.

SOCIAL INTELLIGENCE IS AN ASPECT OF EMOTIONAL INTELLIGENCE THAT ALLOWS US TO UNDERSTAND FOREIGN NEEDS AND TO ACT WISELY IN HUMAN RELATIONSHIPS.

MEN WITH HIGH EMOTIONAL INTELLIGENCE

• They tend to be socially balanced, outgoing, cheerful, and have a high level of commitment to causes and people. They tend to take responsibility. They maintain an ethical view of life. They feel good about themselves and their peers

EMOTIONALLY INTELLIGENT WOMEN

• They tend to be energetic, balanced extroverts, cheerful, and have a positive view of themselves. Life always has a meaning. They are outgoing, sociable, making friends quickly. They express their feelings appropriately.

NEGOTIATION

Negotiation is a way of dealing with people and increasing the training capacity of human beings and their interactions.

Successful negotiation means knowing how to motivate people to get what we want from them.

The person who knows how to negotiate is successful, has the ability to relate effectively and is always satisfied.

PRIMARY BASE: It is the main objective or goal to be negotiated.

SECONDARY BASE: They are the positive factors that support the primary base. They are used during negotiation to obtain the primary basis.

MOAN: (Best option to a negotiated agreement): Results or options that remain if no negotiated agreement is reached. It is a ruler that is used to measure any proposal.

PARADIGMS OF HUMAN INTERACTION

• WIN – WIN: It is based on mutual benefit, cooperation between the mind and the heart. There is an abundance mentality. LOSE-WIN: People eager to please or appease (submission)…. This causes resentments that later turn into diseases. LOSE-LOSE: Occurs when there is a union of individuals with a WIN-LOSE mentality or philosophy. WIN: The important thing is to get what I want. Allows other people to achieve their goals (each by their own).

WIN-WIN OR NO DEAL: If it is not possible to achieve a solution that benefits both parties then, by mutual agreement, we accept that there is no deal.

PREPARE TO NEGOTIATE

• Define the main goal (s). Use the Best Option to a Negotiated Agreement. Prepare in advance your alternate goals to face a Possible "NO". Identify the "person who says yes" Prepare and organize the necessary materials to strengthen the power of Conviction Negotiate, preferably on your own ground Select the time of day when you feel in the best mood Identify the type of negotiator with whom you are going to interact Look for common situations or experiences with your opponent Start the negotiation by establishing a relationship of harmony or trust (rapport). Do not get angry, be master of the situation before you victim of the circumstances. Use simple language for effective communication. Describe a place to qualify. Synchronize,Gauge and share the opponent's verbal (conscious) and (unconscious) language Propose offers and counter offers Close the negotiation.

CLIMBING

DESCRIPTION

Two people understand that their well-being depends on a certain relative advantage of one (A) over one (B). When "A" comes forward, then "B" feels threatened, prompting her to act aggressively and so on. The alleged defense of each of these people becomes an escalation without control of both parties.

WARNING SYMPTOM

If our opponent relents we could negotiate and do something beneficial.

ADMINISTRATIVE PRINCIPLES

Find a way for both parties to win or achieve their goals. WIN WIN! Example: Advertising wars.

The success of a negotiation is possible taking into account the following principles:

• Be efficient and sociable if you want to achieve the goal Assess the contribution of a strategic negotiation Separate the problem from a possible personal issue Be flexible with people but strong with problems Advance regardless of the level of confidence Focus on objectives and not in personal matters Investigate and deepen on the interests

STRATEGIC NEGOTIATION AND CONFLICT RESOLUTION

Faced with a certain project, conflict situations may arise that make the negotiation process difficult. In a traditional negotiation, it happens that one of the parties wins, but another party has to lose. The strategic negotiation, is that there is a gain for both parties.

There are different techniques for conflict resolution:

• ARBITRATION: In this case, a neutral third party is chosen to make a decision on the issue in question, based on the data obtained by the parties to the conflict. They must abide by the decision made by the referee.

• MEDIATION: The mediator is a single one who meets with the parties separately. Its primary function is to make the parties reflect so that they seek a solution that leads to the resolution of the conflict. In case of not reaching any agreement, the next instance would be the trial.

In negotiation, on the other hand, dialogue is established with a good disposition to resolve the conflict.

The negotiation is developed following a series of steps:

1. It means analyzing what thoughts and emotions appear in each one in the situation that is going to arise. Be clear that the strong and weak points of NEGOTIATING WITH YOURSELF serve to better deal with a negotiation. THINK STRATEGICALLY: You have to ask yourself if it is possible to resolve the conflict individually. in this case the negotiation would not take place.

NEGOTIATION TECHNIQUES

In the negotiation process, it is advisable to use the following techniques:

• BRICK TECHNIQUE: It consists of impressing the opponent by showing knowledge and preparation about the aspect to be negotiated. Patience is recommended to reveal the facts in the appropriate time. "VINEGAR AND HONEY" TECHNIQUE: It consists of discouraging the opponent with unpleasant news (vinegar) and then giving the good news (honey). In this way, news that was not so good will seem better. "TIRED" TECHNIQUE: Through this, negotiation is implemented in a certain number of small sessions, instead of negotiating in one or two sessions, therefore, it is possible to obtain small concessions in each meeting. It is recommended to use this technique when negotiating something important that the opponent or counterpart cannot renounce. "CONDUCT" TECHNIQUE: It is based on finding "allies" so that through them,persuade and convince the "person who says yes", through repetition, pointing out the benefits and possibilities of the proposal. TECHNIQUE OF, "COMMON PROBLEM": It allows breaking the barrier with the opponent, making him like you, sharing common problems or situations. "THAT HURTS" TECHNIQUE: It is based on the use of a key expression when more than one aspect is negotiated at the same time

APPLICATIONS

• Use the "brick" technique to impress your opponent with your knowledge and experience. It is recommended to use the "vinegar and honey" technique, in the face of a better concession than it actually is. The "fatigue" technique works best. in large and complex businesses. The "conduit" technique is conducive when there is more than one opponent and the leader or decision-maker cannot be accessed directly. The "common problem" technique is used to establish a relationship of empathy with the opponent.

The “what a shame” technique works when the negotiation is almost finished and there are only a few unresolved points

TYPE OF NEGOTIATORS

ANALYTICAL

• It is characterized by its great preparation before entering a negotiation. It is more effective in financial and statistical matters. It makes decisions on which it personally disagrees as long as the quotes support that decision. In the workplace, it is capable of launching a new product on the market that it would not buy if the research Market is favorable. Requests concrete facts such as figures, prices, earnings, potentials, financing options, fees. Shows interest in the financial histories of a certain product or service that is being negotiated. Acts based on the paradigm "seeing is believing ”, Requesting documents that prove what he is negotiating. The left hemisphere of the brain prevails (analytical, rational, incredulous).

AESTHETIC

• He focuses his attention on how things look (visual) and how things feel (kinesthetic) Can behave differently in the face of figures Pays more attention with indifference to figures Is a friend of order and cleanliness of the environment He is sensual, that is, comes into contact with the objects of its habitat.

INTUITIVE

• It assumes or experiences a "good feeling" when faced with a certain proposal. It is impulsive. Tends to make decisions very quickly. Acts basically on instinct. Affirms with movements of the head when he likes what he sees and hears. Can make generalized judgments: "I don't like it", "I think it will work" Pays special interest in the trust you feel with the person with whom you are negotiating.

STRONG

• Makes decisions quickly and firmly at the risk that such decisions are not correct. Frequently interrupts and often answers the interlocutor's questions without the interlocutor having finished asking them. Uses the word "I" a lot, may need to be recognized Speaks in a firm and forceful tone of voice Appears to be very confident even when in doubt Gets angry quickly and finds it difficult to calm down quickly Has little willingness to acknowledge mistakes

UNDECIDED

• You need more time to make a decision. Prefers consensus Is very talkative Is interested in exhausting all possibilities for making final decisions Is observant and detailed Tends to consult with other people to get more information and make a final decision.

WEAK

• Is not a good negotiator Is reluctant to make decisions Tends to stutter Is shy and speaks slowly Almost never interrupts the interlocutor Nervously uses body language to gain confidence

OFFERS AND COUNTER OFFERS

When an offer or a counter offer is made, the negotiator puts their beliefs and credibility on the table. In the event that the other party agrees, then the deal is closed. To achieve this, the following steps are recommended:

• Always wait for the opponent to make the first offer. Make counter offers to show interest in the negotiation. Put any offer and counter offer in writing. Maintain your credibility by showing balance in the offers, that is, do not offer too much or little. Always explain the reasons for proposing or rejecting both an offer and a counter offer.

Never make the first concession of something important in the negotiation.

HOW TO CLOSE A DEAL

• Close the deal when your own instinct and your opponent's body language tell you that your opponent is in a position to close the deal. Make sure you have the necessary documentation ready and ready for closing. Do not pressure or beg your opponent. to close the deal, you close the deal. Never ask your opponent to think about it. Use closing techniques to induce your opponent to act.

CLOSURE TECHNIQUES

A closing technique is a rule or strategy to make the opponent say "yes." At no time should it be a mechanism of manipulation or deception.

Here are some important techniques:

INCITEMENT

It consists of motivating and encouraging your opponent to reach an agreement.

ASSUMPTION

It consists of assuming that the opponent agrees. In this way it speeds up the closing action.

SUMMARY

This is to briefly summarize what you understand of the deal. It consists of reaffirming aspects that have already been decided. It is not convenient to open questions that have been discussed.

CONFLICT MANAGEMENT

• Conflict occurs when individuals or groups, seeking their own interest, do not get what they need or want,

Let's learn about the conflict

• Conflict is inevitable. Conflict develops when dealing with people, jobs, and even ourselves. Indicators of conflict can be identified as soon as they appear. There are strategies for conflict resolution. Conflicts can be minimized and resolved.

Reasons for the beginning of a conflict

• Poor communication styles Pursuit of power Dissatisfaction with supervisory styles Poor leadership Lack of openness Change of leadership

Ways People Handle Conflict

There is no particular way to handle conflict. It depends on the situation. Some of the ways people handle conflict are:

• Evading Accommodating Competing Committing Collaborating

Conflict Indicators

• body language disagreements surprises posting disagreements conflict with the value system desire for power increased disrespect and open disagreements lack of specific goals difficulty discussing progress failure of an evaluation process

Causes of Conflict

• Conflict with oneself Unmet need or desire Values ​​dispute Perceptions Guesses Little information Very low or very high expectations Differences in personality styles, race and gender.

Conflict can be destructive when...

• Controls all attention Destroys self-concept Divides people and reduces cooperation Increases differences Leads to destructive behavior

Conflict can be constructive when...

• Results in clarification of problems and controversies Results in problem solving Involves people to resolve controversies Causes authentic communication Helps release emotions, anxiety and tension Develops cooperation and a desire to learn from others Helps develop understanding and skills.

Techniques to avoid or resolve conflict

• Acknowledge conflict Set goals Establish frequent communication Communicate concerns Don't prevent disagreements Keep ego out of management style Stay creative Discuss differences openly Encourage continually use of Department policies Provide information when needed.

Types of supervisions that cause problems in the work environment

• Poor communication Surprise Difficulty understanding the reason for decisions Development of rumors Resources involved Disagreement with the person doing things Tension due to lack or inadequate resources.

Types of supervisions that cause problems in the work environment

• Conflict of values ​​and actions Often dislike in others what we dislike in ourselves When we anchor ourselves in our way of thinking Leadership problem Inconsistency Lack Inflexibility

Supervisory strategies to minimize conflict

• Constantly review the job description Periodically meet with those supervised Regularly prepare reports that include: achievements, controversies, needs, plans, among other matters Perform different trainings that meet the needs of the staff Development, implementation and monitoring of policies and procedures Regularly hold regular meetings to communicate initiatives and status of the program. Consider suggestion box.

Conflict Management with One

Steps for managing conflicts with oneself:

• Identify the conflict Discuss the dispute with a trusted person or write down the situation, identify what you can do about the conflict and write it down. Have a cool down period. Take action.

Management of Conflicts with Others

• Reflect on the following: “We often don't like about others what we dislike about ourselves.” Take control of yourself. Discuss in a private place if possible. Listen and don't interrupt unless you want clarification. Check what you hear and understood. Mention what you agree and disagree with. Work through the controversy, don't focus on the person. If possible, identify a possible action. Thank the other person for working with you on Conflict management If the situation continues, raise the dispute with your supervisor or find someone to mediate.

EXERCISE No.1

EXERCISE TO FOLLOW INSTRUCTIONS

ARE YOU ABLE TO FOLLOW THE INSTRUCTIONS?

Lic. (M.Sc.) Antonio López Villegas

This is a test of understanding and commitment. You have three minutes to do this exercise. Once you are done, with the utmost discretion, signal the facilitator that you are done. Stay silent until the rest also finish. Be discreet! BE DISCREET!

BEFORE YOU START TO ANSWER, READ EVERYTHING CAREFULLY

1. Say with a loud and resounding voice: I am the best and I believe in human dignity Write only your name in the upper right corner of this sheet Underline your name, write your last name and underline it too Draw on the upper left side of this sheet: two hearts pierced by an arrow and say loudly and loudly I believe in dreams that come true! Say loudly and loudly: "I am the leader in following directions." Raise your right arm, open the palm of your hand and say in a loud and clear voice "I swear that from today I will propose to be happier." Say aloud and clearly: the writing that appears on the blackboard or flipchart. Say in a loud and clear voice: "I repeat: I am the leader in follow directions. ”Circle the heart and write your initials on the side. As you clap, say:I can be better motivated from today Say loud and clear: "I want a world of peace, love and justice" Raise your arm above your head, close your fist and say out loud: "I am the best, I am the most capable I have the power and I'm finishing. "Laugh out loud because you almost finished the exercise first than the others Say in a loud voice: Of course I know how to follow instructions! Say in a loud and resounding voice:" I'm one of the winners, I'm one of the best "Now After you have finished reading this sheet carefully, just answer instruction #.2 Take a deep breath, observe the group discreetly, and remain silent until the designated time elapses and the rest are finished. Become aware of the implications generated by not following instructions.”I want a world of peace, love and justice” Raise your arm over your head, close your fist and say out loud: “I am the best, I am the most capable, I have the power and I am finishing.” Laugh out loud because the exercise first than others Say in a loud voice: Of course I know how to follow instructions Say in a loud and loud voice: "I am one of the winners, I am one of the best" Now that you have finished reading this sheet carefully, just answer the instruction #.2 Take a deep breath, discreetly observe the group and remain silent until the appointed time has elapsed and the rest are finished. Become aware of the implications of not following instructions.”I want a world of peace, love and justice” Raise your arm over your head, close your fist and say out loud: “I am the best, I am the most capable, I have the power and I am finishing.” Laugh out loud because the exercise first than others Say in a loud voice: Of course I know how to follow instructions Say in a loud and loud voice: "I am one of the winners, I am one of the best" Now that you have finished reading this sheet carefully, just answer the instruction #.2 Take a deep breath, discreetly observe the group and remain silent until the appointed time has elapsed and the rest are finished. Become aware of the implications of not following instructions.Of course I know how to follow instructions! Say in a loud and loud voice: "I am one of the winners, I am one of the best" Now that you have finished reading this sheet carefully, only answer instruction # 2 Take a deep breath, discreetly observe the group and remain silent until the designated time elapses and the rest is over. Become aware of the implications of not following instructions.Of course I know how to follow instructions! Say in a loud and loud voice: "I am one of the winners, I am one of the best" Now that you have finished reading this sheet carefully, only answer instruction # 2 Take a deep breath, discreetly observe the group and remain silent until the designated time elapses and the rest is over. Become aware of the implications of not following instructions.

NEGOTIATING COMPETENCE ASSESSMENT TEST

SCALE: 1 TOTAL DISAGREE - 3 DISAGREE - 5 MODERATE AGREE - 7 AGREE - 10 TOTALLY AGREE

NEGOTIATING WITH GOD

WOMAN'S PRAYER

Now, Lord, that I am about to sleep, I pray with great faith that you will grant me a man who is not ugly, who is intelligent, loving, strong, committed and beautiful. Also a composer and poet and with a lot of humor that I can understand. That he like to spend hours listening to me, that he thinks before speaking and tells the truth, only the truth and nothing but the truth. That he like my family and friends, not football or baseball either. Don't snore and urinate sitting down. That when he says he is going to call he does not make me wait… and arrive at home on time and without the smell of tiny soap. That I always know where he is, less when he is buying me flowers and gifts or hiring serenades to give them to me. That when he says that we are going to leave he gives me hours to fix myself, he faints with emotion when he sees me,That I dance like the best dancer and I never get away with what we are going to be with his friends… I pray that he has a very well-paid job, that he is very detailed and generous and that when I spend his money, he does not bother. That, at the table, I remove the seat and open the door of the vehicle and that I know how to massage my back and that I always, always… look skinny, although it is easier to jump than to turn around. Let her make love to me until I'm "dead," understand my headaches, and bring me breakfast in bed. Ah! Send me a faithful, affectionate man who loves me with respect and passion, for me and not for the size of my attributes. That he does not have eyes for any other woman, that he always tell me how beautiful I look and how lucky I am. had to find me. I pray to you for the man who will love me to death!… Amen.

MAN'S PRAYER

Sir, I ask you to grant me a deaf-mute blonde nympho, with huge breasts, who owns a national beer distributor and owns a house on the beach..Amen