Q & A Table of Contents
Killjoy Is Here
From: Jan, New Zealand
Question: I and five other staff are responsible for researching,designing and testing new products. We sense a market for more modern line of toys and types of boardgames. The new president agrees with my idea's and I have permission to create a new line.
I did some research and market surveys indicate the products will do very
well, if produced quickly in time for the catalogues and orders coming in.
I realise that the products will only reach their potential this year if
about 25000 units can be delivered in six weeks.
One male colleague has fought every step of the way. Also he predicted that
the product line will fail and seems to be doing his best to make this
happen. He has remained sceptical and uncooperative if I try to convince him
of the product's potential. After repeatedly expressed my concerns about my
male colleague to the president, she ordered that the new line be produced
fast..How should I negotiate with this male colleague to get my 25000 units
(he says he can only produce 15000) in 6 weeks?
How can I create a better working relationship in communication and
cooperation. And how can I avoid a power struggle in the future. Research
indicates that women are still underestimated in business. But I have to
work with this guy -- What should I do?
Response: You need to take a deep breath, step back, and become
cold-bloodedly analytical. Try to figure out who has what to gain and who
has what to lose. Is there a paper trail of memoranda or other documents
that defines the positions your male colleague (we'll call him John) has
adopted or ideas and business plans you have prepared?
Who makes decisions in your company? Does your president have the means to
give direct orders to John or must all decisions she makes in this area be
communicated to John by you? Does John control the manufacturing process or
are there other people who can determine the speed of production -- folks in
purchasing, design, human resources, etc.? Are there production supervisors
on the factory floor with whom one can deal to improve the likelihood of a
sufficient production run?
What does John have to gain by being negative about the project and its
production process? What might he have to lose? Does he have a history
within the company that makes his opinion particularly important? Has he
been a good predictor of product success in other cases? Does he have a
history of different ways of dealing with men and women -- or with people
who differ from him in some other ways?
Your most crucial task, timewise, is to develop a strategy that will ensure
that the product will be produced in adequate quantity and time. By the
same token, you should take a look at whether phased delivery is possible;
with the initial 15,000 units shipped by an initial achievable deadline,
then the remaining 10,000 shipped say two or three weeks later.
Yet another thought is to review your BATNA, your Best Alternative To a
Negotiated Agreement (with John in this case). Are there other means of
production in New Zealand or offshore that can supplement your in-house
capacities? Even if subcontracted production adds to cost, might this
additional cost be justified by the profitability of the new line?
If you can succeed with this project without John, that can get you over the
short-term problem. Then, dealing with him in the long-term can be handled
as a less immediate emergency.
Focus on what you think most interests him: ego satisfaction, demonstrations
of male dominance, making money, his reputation within the company or the
industry, his relationships with colleagues, etc. I am sure you can add to
this list. Then find a way to test the accuracy of your assumptions about
his interests. Ask him questions, listen hard to his answers, ask him
questions like "Am I correct in understanding you to have said. . .?". Once
he is comfortable with the idea that you are taking him seriously as a
colleague -- and not simply a bottleneck to be overcome -- you may find that
he is better able to listen to you for what you find important. You may
discover that one or two particular hot button issues are terribly important
to him -- and most likely not nearly as important to you. So perhaps you
can trade those valuable interests of his for your own valuable priorities.
Negotiation is the way people trade valuables in a civilized manner.
Note that I have focused heavily on questions. Your questions should not
focus on 'Why are you picking on me or my project?' but rather 'What's
important to you -- and why?' While a good teacher or doctor may walk into
the room knowing the answers, a good negotiator knows the questions to ask.
Good luck,
Steve
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