Negotiations and Professional Accountability Skills - Assignment Example

?Negotiations and Professional Accountability Skills Introduction Good communication is effective and constructive in order to achieve desired results. At both personal and professional level it is considered as beneficial to participate in a communication in order to resolves the issues. At first, one might think that commencing a discussion over a certain problem might result in issues and disputes, but in fact it usually proves to be the best way of resolving issues. Many researchers have provided positive evidences that feedback and communication is effective in any case while negotiation. O’Reilly and Anderson (1980) in their research concluded that to certain extent, feedback is related to satisfaction and better employee performance. The communication in order to demonstrate performance appraisal is imperative as it directly correlates with performance of subordinates and their level of satisfaction. Levy and Williams (2004) in their study revealed that the impact of feedback is significantly important for the outcomes of performance appraisal and it has now become a focus of interest for theoretical as well as applied research. They further stated that there are many other areas like HR, technology and economic conditions which require the attention of further research in order to maintain, improve and reveal the importance of performance appraisal and feedback. Professional accountability is a way to hold someone responsible for a certain task, duty or obligation. Professional accountability has primarily been used for clinical and medicinal purposes especially because this field requires huge amount of responsibility. A single mistake can take away the life of a person. But in the changing world, the importance of accountability and negotiation is growing in every field. In business management, the importance of these two characteristics cannot be denied as there lay the matter of survival of the organization, job security of employees and long term relationships with the clients. Successful conflict management is the matter of attention of HR experts as serious disputes can lead to severe losses. A basic training needs to be provided to every single individual so that the overall possibility of arising conflicts can be minimized. Negotiation and Professional Accountability Skills Negotiations and professional accountability requires a regulatory body to set and maintain credible and helpful standards for its employees. Different school of thought has provided different ways of developing the set of professional accountability standards. Thought Leadership Report (2003) mentioned a three step process which can be helpful for both the parties to reach a fair conclusion without any conflicts or disputes. The process includes the following steps: 1. Providing employees the management tool in order to demonstrate skills related to ownership. Employees should be given relevant training and expertise in order to deal not only with clients but with other co-workers, employees, subordinates as well. These types of training can be done on-the-job as well as off-the-job. It will help to create a peaceful and better working environment at workplace. 2. Establishing accountability through better communication Only better communication can resolve the conflicts and can lead to a greater level of understanding. Methodologies of developing accountability and negotiation should be established so the conflict of interest can be reduced. 3. Improving accountability and negotiation skills through flexible tools. The most effective tool for coping up with negotiating is better level of understanding which can only be gained through better communication. Successful Negotiation Process Many authors have provided different ways of successful negotiation processes. The best and most popular method is the eight step process which leads to a slower yet higher value negotiation. The process includes the following steps: 1. Prepare: Know what you need to discuss and develop ways for understanding the other party. 2. Open: Present your side of the case and listen to the other party’s case also. 3. Argue: Provide supportive arguments and evidence for your case and ask for other party’s supportive arguments. 4. Explore: Seek and develop understanding 5. Signal: Put forward your readiness and willingness to work together 6. Package: Accumulate potential deal and trade 7. Close: Starting to reach to a final conclusion 8. Sustain: Assure that both the parties are contented by the conclusion and agrees to what happens Interview with a Social Worker An interview was conducted with a social worker on behalf of the manager. The purpose of this interview was to discuss a conflicting issue between the worker and the client. In this report an interview is mentioned in which a social worker discussed about the particular dispute that she had with her client. Manager sent another employee in order to ask that worker regarding the real story. The worker told that the client was being aggressive and rude with her and because of this reason she had to set boundaries and be in limit during confronting with such situations or such clients. The interviewer at the end asked the worker to contact them if similar cases arise in the future. Sharma and Patterson (1987) showed in their research that effective communication is the basis for long-term relationship between the consumers and the organizations. Even if the products offered by the company shows sense of communication only than the people buy their products. The employee who was interviewing the worker was far more polite and understanding. The body language, the way of behaving and especially the communication by that employee provided space and comfort zone to the worker which lead her to share the inside feelings. This interview is another form of doing face to face performance appraisal. The manager was pleased with the performance of the worker except that particular situation which led to a dispute between both the parties. Even if the clients are rude and aggressive, yet the employees should lose their temper and must handle the situation with delicacy in order to retain the client. Usually, a large amount of clients do not get retained by the company because of the aggressive and egoistic behaviour of employees. Therefore, customer relationship management training must be provided to every employee. Dealing with customer, resolving their issues, tolerating their worst behaviour and apologizing for inconvenience are some examples of such instructions that must be provided to every employee, in case if they need to encounter with such situation. The beginning of the interview was a professional approach taken by the interviewee as when he started he mentioned the purpose of calling the worker for the meeting. After that he asked about the situation that happened as per the worker’s point of view. He provided worker the space and comfort zone so that she can openly discuss her issues pertaining to this situation. This is the great way of gathering real information. Krauss and Morsella (2000) mentioned some conditions under which the communication can overcome conflicts. They stated that communication is itself a cooperative activity. They further state that communication is the first and last step in the development of those foundations on which ultimately solutions rests. The interview reveals that the mistake was at the customer’s side as well as the worker’s side. The behaviour of the client was intolerable for the social worker and she got rigid and strict as well. However, the professional approach would be that she should have listened and understood the problem of the client and should have tolerated the rudeness and harshness of their behaviour. Multiple cases like these may lead to a loss of a big chunk of customers. The interview itself showed how politely and courteously the other employee was taking to her. That showed an example of how one can deal with any kind of awkward situation in a polite and respectful manner. A good amount of knowledge regarding the feedback and performance appraisal should be provided to every employee and it must be made as the mandatory part of their selection so that a peaceful and respectable environment can be established and maintained at workplace. Button and Rossera (1990) stated that barriers to communication can lead to substantial problems and issues. They further concluded that the most appropriate way is to handle them through policy assessment and modelling. Negotiation process helps in listening and identifying the root cause of problem and then resolving them in a fair manner. A good negotiator is impartial, unbiased and neutral. They do not take favour any single side but analyze the whole situation from a bird’s eye view in order to coming to a certain conclusion and then handle the problem wisely and truthfully. Many successful negotiators are backed by the principles of BATNA that is, Best Alternative to Negotiated Agreement. Lowenthal (1982) in his research concluded that certain amount of strategic decisions is required by each party in all types of negotiations. He provided a detailed study of how to behave and argue while negotiating. How much flexibility or rigidity will be appropriate and to what extent both the parties should compromise or make concessions. His article attempts to study the general principles that will be beneficial for all kinds of negotiations as well as determined appropriate strategies that can be useful to different bargaining contexts. Spector (1977) in his article stated negotiation as a psychological process. In his research he developed a framework in order to analyze the outcome of negotiation process. He comprehensively analyzed the impacts of perception, persuasion, expectation, personality and interaction on the negotiation dynamics. His study concluded that negotiation is derived from different sets of behavioural and psychological climate. The interaction between both the parties also impacts the negotiation process. The better the communication process, the better will be the results of the negotiation process. In this interview, the approach of interviewer was rather calm and comfortable. It can be observed that the interviewer is showing flexibility and giving a comfort zone to the interviewee so that she feel relaxed and comfortable in openly discussing the issues that happened between her and her client. As a result, the worker acknowledged her mistake and affirmed of taking care of such things in the future. While negotiating, it is necessary to be comfortable enough so that the other person doesn’t feel humiliated or disgraced instead it is necessary to give them space and make him/ her feel easy enough to share the real picture of the situation. Due to the professionalism and wise approach of the interviewer, the interview accepted and understood the instructions of the interview. In the end, the interviewer welcomed the worker to come and discuss with him if any similar situation arises in future so that the solution can be derived from that situation. The approach that was undergone by the interviewer is the best way of minimizing and reducing conflicts and providing a win-win situation by benefitting both the parties. Allred, Mallozzi, Matsui and Raia (1997) in their research proposed that negotiators who have low degree of compassion for each other and possess high degree of anger would result in having less desire of working together with each other and claiming to have emotional regard that is positive, for the other party. They concluded that compassion and anger have greater influence on mood. Their findings indicated that advice stemming from negotiations and conflict for managing aggression and anger has been proved to be counterproductive. While negotiating, a certain level of understanding must be developed between both the parties so that no issue is left that cannot be discussed. Sharing between both the parties is essence of successful negotiation and communication. Willingness to discuss and resolve is also required as without sincere willingness, nothing can be accomplished. The basic problem which the worker faced was the rudeness, aggressiveness and harshness of the client “David”. This matter was listened carefully and understood by the person who was sent as per the manager’s direction which shows his professionalism in handling this situation. Despite of the fact that he was little confused, for no apparent reason, he managed to handle the situation by being impartial and fair for both the parties. At the end, the interviewer wrapped up the discussion by providing useful suggestion to the worker so that in future when such problem arises than the worker may contact the person and participate in resolving the issue. The interviewer also felt pleased by interviewee realizing her mistake. Possibility of future implication under the area of accountability and negotiations can be undergone so that better communication can take place between the clients and the workers of the organizations. References Allred, Keith G., Mallozzi, John S., Matsui, Fusako and Raia, Christopher P., 1997, ‘The Influence of Anger and Compassion on Negotiation Performance’, Organizational Behavior and Human Decision Processes, Vol. 70, No. 3 pp. 175-187 Button, Kenneth and Rossera, Fabio, 1990, ‘Barriers to communication’, The Annals of Regional Science, Vol. 24, No. 4, pp. 337-357.   Krauss, Robert M. and Morsella, Ezequiel, 2000, ‘Communication and Conflict’, The handbook of constructive conflict resolution: Theory and practice. Pp. 131-143. Kuvaas, Bard, 2006, ‘Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation’, The International Journal of Human Resource Management, Vol. 17, No. 3, pp. 504-522. Levy, Paul E. and Williams, Jane R, 2004, ‘The Social Context of Performance Appraisal: A Review and Framework for the Future’, Journal of Management, vol. 30 no. 6, pp. 881-905 Lowenthal, Gary T., 1982, General Theory of Negotiation Process, Strategy, and Behaviour, 31 U. Kan, Rev 69. O'reilly, Charles A. and Anderson, John C., 1980, ‘Trust and the Communication Of Performance Appraisal Information: The Effect Of Feedback On Performance And Job Satisfaction’, Human Communication Research,Vol. 6, No. 4, pp. 290-298. Sharma, Neeru and Patterson, Paul G, 1999, ‘The impact of communication effectiveness and service quality on relationship commitment in consumer, professional services’, Journal of Service Marketing, vol. 13, no. 2, pp. 151-170. Spector, Bertram I., 1977, ‘Negotiation as Psychological Process’, Journal of Conflict Resolution, Vol. 21, No. 4, pp. 607-618. Thought Leadership Report, 2003, ‘3 Ways to Establish Employee Skills Ownership and Accountability’, pp. 1-4. Read More