Management of changes in the assortment policy of Neftemash OJSC. Force Field Analysis
“There are no perfect people for performing tasks - at best they are “just about right,” since God did not create people to perform production tasks.”
Peter Drucker
“If you cannot persuade, you cannot govern.”
Isaac Adizes
Resistance is the first reaction to change, as people need time to evaluate the costs and benefits of the process for themselves.
Changes related to people management meet the greatest resistance. The introduction of a new technological line will not cause such resistance.
Typical reactions to change
Enthusiast: Immediately picks up the idea, even if his colleagues are critical, understands the essence of the changes and becomes an agent of change in the work team
Cautious Supporter: agrees with the need for changes, is ready to work on the project, but takes a wait-and-see attitude, waiting for initiative from others
Indifferent: strives to work in an energy-saving mode, but if forced/paid, he will work in a new way.
Critic: makes critical remarks, refuses to take action until he realizes the need for change.
Implacable enemy: not ready to even hear about changes, rejects all changes out of the gate, actively sabotages all initiatives.
Origins of resistance
The roots of resistance are the contradictory relationship between man and the system:
The desire to objectify employees. The system strives to make the employee convenient for itself, to turn him into a soulless and predictable mechanism. Ultimately, the ideal employee is a robot that acts strictly according to instructions
Striving to unleash human potential to its fullest. That is, motivation, initiative, creativity and goals of employees move the company forward and determine its development.
Transition period
Change is not a smooth process. Confrontations and problems are inevitable. The period of time between the present status and the desired one in the future is transitional, and, as a rule, contains individual features of both the present and future periods.
How changes provoke conflicts in the team (according to McGrath)
Changes provoke conflicts and are impossible without conflicts.
Conflict is a situation in which it is necessary to choose between two or more mutually exclusive courses of action.
Directing change
|
Method |
Advantages |
Flaws |
| Compulsion Orders and instructions, threats and sanctions for disobedience | Explicit and implicit coercion can be effective when rapid change is needed and the situation is a crisis. | Can only be effective for a period of time short term in crisis situations. When used frequently, it leads to dismissals and sabotage. |
| Deals and coalitions Buying loyalty to change in response to some benefits | Help neutralize obvious resistance from influential employees and departments | They do not provide genuine support. It’s easy to “outbid” such an employee |
| Manipulation Establishing good relations with the right people for the benefit of the project, hidden threats and hints, exaggeration of one’s own importance, unrealistic promises, presenting oneself as an “unfortunate victim of circumstances” and so on. | Helps achieve support for ongoing changes in the short term | If the manipulation is discovered, employees completely lose trust in the manipulator, feel deceived, and may take revenge |
Reasons and ways to resist change
|
Behavioral manifestations |
Cause |
| Complaints, low motivation | There is no sense of benefit from these changes personally for the employee/department |
| Disputes, search " weak points» in the changes being implemented | Unshared ideas about the goals and essence of the change (different assessments of the current situation and the root of the problems by employees and top management). Uncertainty of employees about the need for changes and the consequences of their implementation. |
| Delays, hidden sabotage, Request for an excessive number of specific documents and instructions | Rejection of the authoritarian style of change, open pressure, lack of awareness of changes |
| Behavior aimed at ensuring one's own safety | Personal fears: fear of incompetence (the risk of seeing your shortcomings), fear of the unknown, fear of instability. fear of error: The belief that “we definitely won’t succeed!” |
| “Eternal experiment”, Endless analysis, prolongation of the preparatory stage | Perfectionism, search for an ideal, flawless solution |
| Partial implementation of changes, intrigue, struggle for power | Lack of unity and commitment to change among leaders |
| Rumors and gossip, “horror stories” about upcoming changes | Low awareness, misunderstanding of the goals and methods of change. Low degree of trust in managers setting out a change plan. |
| Public protests, dismissals | Clear inconsistency of changes with the values and goals of a particular employee |
| Objections “from the start”, evidence that “nothing will work”, exaggeration of the shortcomings of changes | Previous negative experience implementation of similar changes |
| Threats, open conflicts and struggles | Collision of interests of different groups of employees when implementing changes, resistance informal groups influence (for example, relatives of the director), |
| Discrediting changes, “these changes are the cause of all problems!” | Selfish interest. Expectation of personal losses as a result of changes: A sharp increase in workload (no one has canceled previous job responsibilities), the desire of employees to save energy and effort, Threat to status and position in the organization as a result of changes |
| Distrust and critical attitude as the first reaction, formal participation | Inertia, the habit of working in the old way |
| Reluctance to talk about changes, the feeling of a “blank wall” for the initiator of changes | Inconsistency of the changes being made with the values of the company as a system |
Predicting the degree of resistance to change. 8 key questions.
1. How do employees see the essence of the problem?
2. What is the emotional situation in the enterprise? Does it promote change?
3. What benefits will employees receive as a result of the changes being carried out and how do we present it to them?
4. To what extent do employees understand the essence of the changes being carried out?
5. Whose interests align with the changes? Whose are they contradicting?
6. How to interest those who are afraid of damage from transformations in changes?
7. How to neutralize those who will resist change in any case?
Model of analysis of the “force field” by K. Levin
"Force field"(Force Field Analysis): - analysis of factors or forces that promote change or, conversely, suppress it. These forces can manifest themselves both inside and outside the organization: in the behavior of people or in systems and processes, the abundance or scarcity of resources that affect the success of change implementation.
Dynamic balance: The “force field” model represents the current situation as a dynamic equilibrium governed by many factors that “leave things as they are.” To move towards a goal, it is necessary to evaluate the resistance and try to change this balance in favor of the forces aimed at achieving the goal.
Predicting the success of changes
Resistance assessment via SWOT analysis:
Hinings Change Success Prediction Model
Map of the balance of forces:agents of influence and counteraction
Model Map of power distribution
10 Principles for Overcoming Resistance
1. The principle of measure. Make only necessary and useful changes
2. Regularity. Introduce the implementation of changes on an ongoing basis: so that they occur in an evolutionary and not a revolutionary way. Changes as a business process.
3. Planning to work with resistance. Develop strategies for coping with change that suit each source of resistance.
4. Engagement. Achieving a common understanding of the need for change. Team decision making. Involving employees in the process of implementing changes. Involvement in the change process informal leaders team
5. Awareness. Exchange of objective information, knowledge of the results of changes for everyone affected by the changes
6. Encouraging people to be open. We take into account that resistance very often manifests itself in a hidden form, and employees are not ready to report their doubts and dissatisfaction on their own initiative.
7. Demonstration of benefits. Demonstrate how employees will benefit from the changes being made. Taking into account the needs, inclinations and hopes of those affected by the change
8. Complexity. Changes are carried out simultaneously at the level of systems, the personality of the leader, behavioral skills and corporate culture.
10. Help and support. It is especially necessary for employees at the time of change, because... they feel vulnerable
Typical mistakes when making changes:
A goal is set that cannot be achieved, since the criteria for achieving the goal are not expressed in measurable indicators.
The purpose of the changes is not related to the individual goals of employees and the goals of departments
Achieving the set goal is not provided with the necessary financial and human resources
The achievement of short-term operational goals is monitored and analyzed, and control over the quality of implementation of the goal of the entire project is missed
The initiative for change comes not from within, but from outside the company
Actions of change initiators are not coordinated
Insufficient information to employees about the essence of the changes
The resistance of corporate culture is not taken into account (if it is based on mutual distrust, intrigue and struggle for power)
Lack of managerial will to change
Inability to combine regular and strategic management
Bad Advice for Change Management
(developed at Harvard Business School)
You must insist that people who need your support to implement their ideas first go through several other levels of management to collect signatures from them.
Encourage departmental or individual employees to critique each other's proposals. Playing off employees will save you from having to make a decision yourself; you will simply choose the one who survived as a result of this criticism.
Be open with criticism and don't be too quick to praise. A critical attitude will make people live in constant tension and fear. Let them know that you can fire them at any time.
View any new idea from below with suspicion - because it is new and because it is a view from below.
Consider identifying problems as a failure to discourage people from letting you know that something is wrong with them.
Make decisions about reorganization or changes in secret and inform employees about this also in secret. Mystery will also make them tiptoe around.
Make sure that requests for information are always well justified and that information is not easily given to managers. You don't want it to fall into the wrong hands!
Monitor everything carefully. Make sure employees count everything they can count.
Let lower-level managers, under the banner of delegation and participation in decision-making, be responsible for demoting, firing, and reassigning employees. And also for carrying out other threatening decisions that you have made. And make them do it very quickly!
And most importantly: never forget that you are the most important and know everything important about the matter.
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Case 7. JSC “Petersburg Tram-Mechanical Plant”: development of a development strategy
A. L. Zamulin, G. V. Shirokova 4Collection 2004 p.131-168
The case is recommended for discussion in study groups:I know " Strategic management» - on the topic “Strategic Change Management”
The case can also be used: for discussion in study groups in the specialties “Marketing”, “Organization Management”, “Human Resources Management” and the direction “Management” in the courses:
? “Change management” (in the topics “Patterns of development of organizations”, “Models of organizational change”);
? “Leadership in an organization” (in the topics “Leadership Theories”, “Leadership Development”, “Staff Motivation as a Leader’s Tool”).
In addition, the case can be considered in relevant courses in the Master of Business Administration program.
6.2. Educational objectives of the case
Analysis and work on the case pursue the following educational goals:1) strengthen students’ skills in conducting SWOT analysis, provide an opportunity to study the features of the industry, get acquainted with the trends and factors of its development;
2) develop students’ skills in analyzing the main organizational pathologies of a company facing serious problems;
3) provide students with the opportunity to formulate a change strategy using Theory O or Theory E approaches to change management;
4) develop skills in analyzing the “force field” of the company, identifying the main reasons for resistance to change and methods for overcoming such resistance;
5) increase the ability to analyze the company’s leadership potential and develop ways for its development;
6) develop skills in analyzing motivation in conditions of operating difficulties and preparing for transformations of a manufacturing company.
6.3. Problem situation
OJSC "Petersburg Tram-Mechanical Plant", which is one of the largest manufacturers of tram cars in Russia, has several recent years is on the verge of survival and functions only due to the repair of St. Petersburg trams and a small number of orders arriving irregularly from several cities. At the beginning of 2004, the plant was forced to practically stop its production activities. It is necessary to solve two main problems: how to support the further functioning of the company and in what direction to develop.6.4. Issues for discussion
1. Carry out a SWOT analysis of the PTMZ OJSC company. Analyze the possibility of choosing a diversification strategy.2. Highlight the company's organizational pathologies. Classify them.
3. Choose an approach to organizational change based on Theory O or Theory E.
4. Conduct a force field analysis of the company.
5. Analyze and develop a program to develop the company's leadership potential in connection with the transformation program.
6. How does the state of work motivation affect the functioning and development of the company?
Question 1. Implement
SWOT
- analysis of the company PTMZ OJSC. Analyze the possibility of choosing a diversification strategy.
| Possibilities | Threats |
| Growing effective demand for railway cars from the largest carriers Historical connections with the main customers for tram cars The need for repair and replacement of trams in St. Petersburg | There is a trend towards a decrease in financing for the production of trams in the structure of urban ground transport. High competition from competitors - military-industrial complex enterprises. Introduction of a tender system for receiving orders Irregularity and unpredictability of receiving orders |
| Strengths | Weak sides |
| Availability of highly qualified specialists with “tacit” knowledge about the production of trams Fully closed production cycle, minimal dependency from suppliers Availability of infrastructure and equipment to launch production of products for shipping companies on railways | “Cyclicity” of production, dependence on receiving orders, “emergency” as a habit Outdated equipment, depreciation of fixed assets Lack of a strategic development plan for the company, concentration of managers’ attention on current problems rather than on development |
Analysis strengths and opportunities shows the feasibility of choosing a diversification strategy and launching production of products for railway carriers. The key competence of the company is highly qualified personnel - the “golden fund” - workers with knowledge of the production of trams. It is necessary to maintain the main production - the production of trams, focusing on modernization existing models and the creation of a new generation of world-class trams.
Question 2. Identify the company’s organizational pathologies. Classify them.
Organizational pathologies are understood as the reasons for the organization’s sustainable goal achievement. This means that if an organization, for some explicable reason, is unable to achieve its goals, or this achievement is significantly difficult, it means that there is some pathology in the company that needs to be identified. There are three types of organizational pathologies: in the structure of organizations, organizational relations and management decisions. The table below shows the organizational pathologies of the PTMZ OJSC company.
| Classification of organizational pathologies | Situation in the company |
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| Pathologies in the structure of organizations | ||||
| 1. Dominance of structure over function Often the growth of an organization leads to the formation of more and more new divisions. The structure is becoming more diverse and complex, and coordination of actions between departments requires more and more work, making the achievement of main goals more difficult, more expensive, or partial | The structure and functions are fairly consistent. The closed production cycle is still the company's strength. However, the feasibility of further maintaining some non-core industries, such as a forge, foundry, etc., is being considered. There is no pathology |
|||
| 2. Autarky (closedness) of units Confinement of departments, workshops, services to own tasks, focus on one's own internal problems, and in isolation from goals, interests, related departments and the company as a whole | The opposite situation occurs. People are “transferred” from one unit to another in emergency situations. It gets in the way general work. No pathology |
|||
| 3. Incompatibility of personality with function The individual abilities of the manager do not give him the opportunity to fulfill the duties assigned to him | The CEO notes this problem among some of the company's top managers. Pathology present | |||
| 4. Bureaucracy Bureaucracy controls procedures, accounting, data processing techniques | Before perestroika, this problem was acute, but now, given the irregularity of work and the lack of regular management, this problem practically does not exist. There is practically no pathology | |||
| Pathologies in organizational relations | X | |||
| 1. Conflict Unconstructive conflicts. They are accompanied by a transition to “personality”, while causing harm to both people and the organization as a whole. | An example of a meeting did not reveal any conflicts. No pathology | |||
| 2. Uncontrollability Uncontrollability becomes pathological in case of inconsistency of goals and actions; the impracticability of decisions calls into question the achievement of the organization’s goals | High controllability due to an authoritarian management style. The management team is very weak. Everyone is waiting for orders from above. No pathology | |||
| 3. The predominance of personal relationships over official ones Occurs when relatives are included in the organization, friendly relations when the leader is forced to take into account not only the interests of the business, but also the accompanying sentiments | No pathology | |||
| 4. Target scattering The dispersion of goals in an organization is inevitable, and the more larger organization, the power distance in it is longer, the staff is less motivated | Workers receive virtually no information about decisions made at the highest level of management. There is pathology | |||
| 5. Clique - a conspiracy of employees of an organization to use its resources for their own purposes, but to the detriment of the goals of the organization itself | There is a conspiracy among plant workers to use sick leave for additional income. There is pathology | |||
| Pathologies in management decisions | ||||
| 1. Pendulum solutions Pendulum solutions arise when the real problem behind them is not identified or is not wanted to be solved. Then they resort to purely structural manipulations (unite - separate, centralize - decentralize, etc.) | No pathology | |||
| 2. Duplication of organizational order An order or instruction prescribes to an employee what he already must do | There is pathology (see meeting). For example, on Friday a sewer system burst... the water flowed for 3 days... no one took responsibility to talk to the workers, convince them... to contact another team, etc. Although formally there is an employee responsible for this direction | |||
| 3. Ignoring organizational order Leadership “over the head” of the immediate superior | No pathology | |||
| 4. The gap between decisions and their implementation Degree of implementation of management decisions | There is pathology | |||
| 5. Stagnation The inability of the organization to develop and implement the necessary changes | There is pathology | |||
| 6. Suppression of development by functioning | There is pathology | |||
| 7. Demotivating leadership style | There is pathology | |||
Question 3: Choose an approach to organizational change based on Theory 0 or Theory E.
Developing a change strategy according to Theory O or Theory E requires knowledge of the basic theoretical principles of these theories, examples of successful practical application and characteristics in which one or another approach is used.
| Characteristics | Theory E | Theory O |
| Purpose of change | Increasing profits (economic goals) | Development of organizational capabilities |
| Leadership | Top-down (autocratic) | Participative |
| Change object | Structure and systems (“hard” elements) | Organizational culture (“soft” elements) |
| Planning for Change | Programmable and planned changes | Spontaneous changes (reaction to emerging opportunities) |
| Motivation for change | Financial incentives | Combination of different incentives |
| Participation of consultants | Consultants use ready-made technologies and solutions | Involving employees in the decision-making process |
The choice of one theory or another is determined primarily by the following reasons:
The nature and scale of the problem facing the organization;
Personal characteristics of the organization's employees;
The nature and content of work in the organization;
Value orientations of management and leadership style.
In relation to PTMZ OJSC, there is no clear solution, but most of the facts speak in favor of the first approach, i.e. theories E.
Firstly, the company was faced with a rather serious problem related to its further functioning. This problem requires an immediate solution, and here the Theory E approach of organizational change is most likely suitable.
Secondly, existing organizational pathologies (in particular, duplication of organizational order) show low level involvement of personnel in the decision-making process. Managers also prefer to be given orders. This characteristic indicates the need to apply the theory of E.
Thirdly, with monotonous and routine work (which prevails in a factory) it is difficult to develop creativity and involvement in the management process. In such a situation, it is necessary to clearly build procedures and regulations of behavior, which is typical for the theory of E.
Fourthly, the company is headed by a strong leader who uses an authoritarian leadership style, which speaks in favor of Theory E.
Question 4. Analyze the company’s “force field”.
The concept of force field analysis is one tool that can help you take the necessary actions to overcome resistance. This method involves active analysis and assessment of the current state of affairs.
“Force Field Analysis” is an analysis of factors or forces that push and promote change or, conversely, suppress it. These forces can originate both inside and outside the organization, from the behavior of people based on their assessments, way of thinking, value system, or from the systems and processes, resources that exist and stimulate the organization's ability to produce productive change.
Achieving change is nothing more than moving the balance line towards a goal. This can be achieved by strengthening or adding driving forces, reducing or pushing back restraining forces, or a combination of these measures.
How to carry out force field analysis?
1. Definition of the problem.
2. Clarifying it in context:
The present situation;
Desired situation.
3. Carrying out an inventory of driving forces and limiting factors (they can be people, materials, organization, environment, etc.).
4. Enumeration of forces that may possibly eliminate or neutralize resistive forces or create driving forces.
In relation to the company PTMZ OJSC, the analysis of the “force field” will look like this.
1. The main problem is related to the impossibility of production planning due to the irregular receipt of orders for the company's products.
2. The purpose of the changes is to get rid of dependence and improve the rhythm of production:
In the context of the present situation, it is necessary to continue working on finding orders, to intensify the work of the marketing department;
In the context of the desired situation - to begin the production of railway platforms and cars for shipping companies.
3. List of possible driving and restraining factors:
4. Forces driving change: real opportunity establishing production for the railway sector and staff dissatisfaction with the current situation.
Question 5. Analyze and develop a program to develop the company's leadership potential in connection with the transformation program.
One of the factors determining the success of transformations is the quality and expression of leadership behavior of the company’s “key players”.
The analysis of leadership potential and the formulation of proposals for its development depend on the overall goals of the course and the specifics of the study group.
a) analyze the leadership style prevailing in the company. Describe leadership behavior general director. Determine the reasons for the emergence of this style, its pros and cons. How does this type of leadership relate to the life cycle of an organization?
b) how can one interpret the existing situation in the field of leadership in a company on the basis of well-known leadership theories: the “Path-Goal” concept, Fiedler’s situational theory, Hersey and Blanchard’s situational theory, the theory of transactional and transformational leadership, D. Goleman’s theory of emotional intelligence, the idea of “ distributed" or "shared" leadership;
c) make proposals for developing the company's leadership potential. What structural changes should underlie this development? What program can you offer to develop the company's leadership potential?
Question 6. How does the state of work motivation affect the functioning and development of the company?
The creation of targeted programs to stimulate labor motivation of personnel is an important condition optimizing the functioning of the company and the success of ongoing reforms.
Question options for working on the case:
a) how can the current state of work motivation in a company be assessed on the basis of well-known motivational theories?
The factual material of the case allows students to develop their abilities in applying almost all known theories of work motivation - Maslow’s hierarchy of needs theory, Herzberg’s two-factor theory of motivation, Stacey Adams’ theory of justice, etc.
For example, in accordance with Maslow's approach, the attention of listeners can be focused on the dissatisfaction of the majority of employees with the existing situation with the satisfaction of almost all types of needs. This leads to the departure of the most promising workers, leaving mainly only those “who are content with little.”
Only a limited group of workers (machine operators, assemblers in teams) can satisfy basic needs (wages) at a decent level. There is no system of connection between material incentives and performance results, especially among specialists and managers.
Security needs (a secure retirement, union protection, health insurance, employee assistance programs, severance pay, pensions) also cannot be fully satisfied.
Maintaining a job does not imply a decent pension (many plant employees are of pre-retirement and retirement age).
Social needs (participation in formal and informal work groups) are partially satisfied. There is practically no involvement of workers and specialists in the development and implementation of new, more effective methods work.
Recognition needs - there is no system of career growth for specialists and managers, and a system for increasing the ranks of workers is not developed.
Self-expression (personal growth and realization of one’s potential) is limited by weak delegation and the dominance of everyday routine. Small specific gravity young employees in the total number of company employees has a negative impact on the atmosphere of creativity and personal initiative.
Based on the analysis of motivation according to Herzberg’s two-factor theory of motivation, it is recommended to pay attention to the fact that hygiene factors (management style, salary, working conditions, etc.) necessary to preserve the organization’s human resources are at low or medium levels, and motivators ( achievement, recognition, responsibility, promotion, etc.) are not systematically applied;
b) what methods of increasing motivation for quality work can be recommended for implementation in a company?
c) formulate the principles and stages of implementing a comprehensive program for material and moral incentives for company personnel.
Easily recognizable resistance to strategy implementation is not very common. Much more often there is a need to deal with potential conflicts and “deadlocks” at all levels. They arise due to the fact that different groups try to defend their own interests, using the process of change itself for these purposes. This may take the form of opposition to a particular change. In essence, change is the focus of constant and inevitable tensions between individuals, organizations, groups and departments. The problems encountered and the underlying conflicts that the manager must resolve may have little to do with the particular change being proposed. People's interest and enthusiasm for a proposed strategy may have more to do with the personal benefits they would like to receive than with the organizational benefits that the change would bring.
Force field analysis is one of the tools that will help you take the necessary actions to overcome resistance. This is an analysis of the factors or forces that push and promote change or, conversely, suppress it. These forces can originate both inside and outside the organization, from the behavior of people based on their assessments, way of thinking, value system, or in the systems and processes, resources that exist and stimulate the organization's capacity for productive change.
K. Lewin's "force field" model represents the current situation as a dynamic equilibrium controlled by many factors that leave everything as it is. To achieve a goal, it is necessary to evaluate the resistance and try to change this balance in favor of the forces aimed at achieving the goal.
To perform the analysis you need:
I) define the issue;
2) clarify it: in the context of the present and desired situation;
3) conduct an inventory of driving forces and constraining factors (they can be people, materials, organizations, environment, etc.);
4) list the forces that may possibly eliminate or neutralize resistance forces or create driving forces.
An additional tool that facilitates force field analysis is stakeholder analysis. Their difference from the driving forces or forces of resistance, which, as a rule, are directly related to changes, representatives of so-called stakeholders - specific individuals, groups or organizations, indirectly benefit or lose from changes in the situation. These stakeholders can be both inside and outside the organization, and actively engaging with them can strengthen the immediate drivers of change, or weaken the forces of resistance.
5.Methods for reducing and overcoming resistance to change
There are no universal rules for overcoming resistance. There are several groups of methods for overcoming resistance, the main of which are:
Information and communication;
Participation and involvement;
Help and support;
Negotiations and agreements;
Manipulation and co-optation;
Mobbing and bullying;
Explicit and implicit coercion.
One of the most common ways to overcome resistance is to inform employees in advance. Understanding the upcoming strategic changes helps to understand their necessity and logic. The outreach process may include one-on-one discussions, group workshops, or reports.
If managers involve potential opponents of a strategy early in the planning phase, this can often help avoid resistance. Involvement in the development of goals is one of the principles of participative management.
Support can be provided by teaching new skills, providing opportunities to be listened to, and receiving emotional support. Help and support are especially needed when resistance is based on fear and anxiety among workers. The main disadvantage of this approach is that it requires a lot of time, hence is expensive and yet often fails. If there is simply no time, money and patience, then there is no point in using support methods.
Another way to combat resistance is to stimulate active or potential opponents of change. For example, a manager may offer an employee a higher salary in exchange for a change in work assignment. Negotiation is appropriate when it is clear that the employee has something to lose as a result of the change and may have strong resistance. Reaching an agreement is a relatively easy way to avoid strong resistance, although it, like many others, can be quite expensive, especially when the manager makes it clear that he is willing to negotiate to avoid strong resistance. In this case, he may become an object of blackmail. In certain situations, a leader needs to hide his intentions from other people through manipulation: the punitive use of information and deliberately changing events in a certain light that is favorable to the initiator of the changes.
One of the most common means of manipulation is co-optation. Co-opting an individual involves giving her a desired role in planning and implementing change; co-opting a team means giving one of its leaders and someone the group respects a key role in this process. This is not a form of participation, because the initiators of change are not trying to get the advice of the co-opted, but only their support. Under certain circumstances, co-optation is a relatively cheap and easy way to gain the support of an individual or group of employees; cheaper than negotiations and faster than participation. However, it also has a number of disadvantages. If people feel that they are not being treated equally, but are simply being lied to, then their reaction can be extremely negative. In addition, co-optation can create additional problems if those co-opted use their ability to influence the organization and implement changes in ways that are not in the interests of the organization.
Another means of manipulation is the tricks used in communication. They mean methods of argument, discussion and polemic that are unacceptable from a moral standpoint. Tricks are based on psychological influence on the interlocutor in order to put him into a state of irritation, play on his feelings of pride, shame, etc.
The main techniques of trick manipulation include the following:
I) irritation of the opponent, those. removing him from a state of mental balance with ridicule, accusations, reproaches and other methods until the interlocutor becomes irritated and makes an erroneous statement that is unfavorable for his position;
2) use of unclear words and terms. On the one hand, this trick can give the impression of the significance of the problem being discussed, the weight of the arguments presented, and a high level of professionalism and competence. On the other hand, the use of incomprehensible, scientific terms by the initiator of the trick can cause the opposite reaction on the part of the opponent in the form of irritation, alienation, or withdrawal into psychological defense. However, the trick succeeds when the interlocutor has a low level of competence on the issue under discussion;
fast pace of discussion, when communication uses a fast pace of speech and the opponent who perceives the arguments is not able to “process” them. In this case, the rapidly changing train of thoughts confuses the interlocutor;
transferring the dispute into the realm of speculation. The essence of the trick is in order to turn the debate into the direction of exposure and force the opponent to either justify himself or explain something that has nothing to do with the essence of the problem being discussed;
reading thoughts “on suspicion.” The point of the trick is to use the “mind reading” option to divert all sorts of suspicions from yourself. An example would be a statement like “Perhaps you think I’m trying to persuade you? You are wrong";
a reference to higher interests without deciphering them. The essence of the trick is to express the idea that if the opponent, for example, continues to be intractable in the dispute, then this may affect the interests of those who are extremely undesirable to upset or unbalance;
a judgment like “This is banal!” The main point of the trick is to force the opponent to react to the unambiguous and unsubstantiated assessment, which actually does not contain any arguments;
“accustoming” the opponent to a certain thought. The trick is to gradually and purposefully accustom the interlocutor to some unsubstantiated statement. Then, after repeated repetition, this statement is declared obvious;
understatement with a hint of special motives. The essence of this trick is to demonstrate some significant understatement, to hint that in in this case much more can be said, but this is not done for any special reasons;
11) accusation of utopian ideas. The trick is designed to force the partner to justify himself, to look for arguments against the stated justification and in the unrealism of his idea;
12) flattery or compliment. Flattering or complimentary turns of speech are not inferior to any other trick in terms of the power of their impact on the human psyche. This is primarily due to the fact that, by influencing a person’s subconscious, they are able to sweeten the ear, weaken criticism towards oneself, and create the necessary atmosphere of recognition of human merits;
13) "false shame" This trick consists of using a false argument against an opponent, which he is able to “swallow” without much objection. Appeals like “You, of course, know that science has now established...” or “Of course, you know that a decision was recently made...” lead the opponent into a state of false shame, when he seems ashamed to publicly say about ignorance of those things that everyone talks about;
“false shame followed by reproach.” This trick, like many others, is aimed not at the essence of the problem being discussed, but at the personality of the interlocutor, belittling the opponent, humiliating his dignity, etc. An example of a trick is the statement “How , Haven't you read this? followed by the addition of a reproach like “So what should I talk to you about then?”;
belittlement by irony. This technique is effective when the dispute is unprofitable for some reason. You can disrupt the discussion of a problem and avoid a discussion by belittling your opponent with irony like “Sorry, but you are saying things that are beyond my understanding”;
demonstration of resentment. This trick is also aimed at disrupting the dispute, since a statement like “Who do you actually take us for?” demonstrates to the partner that the opposite side does not want to continue the discussion, as he feels a feeling of complete dissatisfaction, and most importantly, resentment at the opponent’s ill-considered actions;
the authority of the statement. With the help of this trick, the psychological significance of your own arguments is significantly increased. This can be effectively done through the “I declare to you with authority” type of testimony. Such a turn of phrase is usually perceived by the partner as a clear way of enhancing the significance of the arguments being expressed, and therefore as a determination to firmly defend one’s position in the dispute;
18) frankness of the statement. In this trick, the emphasis is on a special trust of communication, which is demonstrated using phrases such as, for example. “I’ll tell you right now, frankly and honestly...” This makes it seem as if what was said before was not entirely direct, open or honest. As a rule, such turns of speech increase attention to what will be said by the initiator of the trick;
19) "double-entry bookkeeping". This trick is most popular in almost all business communication situations. Its essence lies in the fact that the same reasons and arguments are considered convincing when expressed in defense of one’s position and extremely unacceptable when expressed by an opponent;
apparent inattention. Not noticing something that can cause harm is the essence of the trick;
apparent misunderstanding and miscommunication. The insidiousness of this technique is to misinterpret the arguments and arguments of the opponent, i.e. deliberately, for the sake, of course, of one’s own interests, to present the partner’s argumentation in a distorted form;
flattering turns of phrase. The peculiarity of this trick is to “sprinkle the opponent with the sugar of flattery”, hinting at how much he can win if he agrees or, on the contrary, lose if he persists in his disagreement;
reliance on a past statement. The main thing in this trick is to draw the opponent's attention to his past statement, which contradicts his reasoning in this dispute, and demand an explanation about this;
"labeling" The main purpose of the trick is to provoke a response to the reproaches, accusations or insults expressed;
replacing truth with utility. The purpose of the trick is to convince the arguer that he owes his well-being to precisely the thesis that he is challenging. A statement like “Haven’t you ever thought about how much it will cost to implement your idea?” will help force your opponent to think this way.
"linguistic cosmetics" The essence of the trick is that the same idea is expressed in different ways, giving it the desired shade;
27) visible support. The uniqueness of this trick is to pick up the opponent’s word, come to his aid, and begin to bring new arguments in defense of his thesis. This help is necessary only for the appearance of support for the opponent, because the purpose of the trick is the imaginary support of the opponent, aimed at calming him down, diverting attention, and also weakening the psychological confrontation. After he loses his vigilance and those around him appreciate the level of his awareness of this problem, the initiator of the trick delivers an unexpected counterattack, known among psychologists as the “Yes, but...” technique, which reveals the shortcomings of the thesis put forward by the opponent and demonstrates its inferiority. Thus, it seems that the initiator of the trick is familiar with the thesis being proven by the opponent more thoroughly than he is, and after carefully studying the problem, he became convinced of the inconsistency of this thesis and the entire system of argumentation brought by the opponent;
28) reducing fact to personal opinion. The purpose of this trick is to accuse the communication partner of the fact that the arguments he gives in defense of his thesis or in refutation of a disputed thought are nothing more than just a personal opinion, which, like the opinion of any other person, can be erroneous;
29) selection of acceptable arguments. The trick is based on the conscious selection of one-sided information to prove any idea and operating in the process of discussion or argument only with this information;
"rabulistics". This technique is based on deliberate distortion of the meaning of the opponent’s statements, presenting them as strange;
silence. The desire to deliberately withhold information from the interlocutor is the most commonly used trick in discussion;
32) half-truth. This technique involves mixing lies and reliable information; one-sided reporting of facts; inaccuracy and vagueness of the wording of the provisions under discussion; references to sources with a disclaimer such as “I don’t remember who provided...”; distortion of a reliable statement using value judgments, etc. The half-truth technique, as practice shows, is most often used when it is necessary to avoid an undesirable turn in a dispute, when there are no reliable arguments, but one must certainly challenge the opponent, when it is necessary, contrary to common sense, to persuade him to a certain conclusion;
lie. This technique aims to hide the real state of affairs and convey to the opponent false information, which can be presented in the form of false documents, links to sources, experiments that no one has ever conducted, etc.;
“carrot and stick method”. The idea of this trick is manifested in problematic rhetorical questions asked to the opponent such as “What is more preferable for you: to object or not to get hurt?” In other words, the threatening nature of this trick forces the opponent to make a choice: remain principled, but suffer at the same time, or accept conditions that are generally unacceptable, but protect himself from threats, blackmail, and sometimes physical violence;
compulsion to a strictly unambiguous answer. The main thing in this trick is to firmly and decisively demand that your opponent give an unambiguous answer: “Say directly: “yes” or “no,” i.e. consciously force him not to a dialectical answer (“and... and”), but to an alternative one (“either... or”);
“What do you have against it?” The essence of the technique is not to prove your stated thesis, i.e. not to give reasons and arguments in its defense, but to offer (even demand) to refute it: “What, exactly, do you have against it?” If the opponent falls for the trick, he begins to criticize the position put forward and the dispute (as planned by the initiator of the trick) proceeds regarding the opponent’s counter-arguments;
multi-questioning This trick consists of asking your opponent several different and slightly compatible questions in one question.
Mobbing and bullying are also quite effective methods of countering resistance.
Mobbing- this is collective psychological terror, bullying against one of the employees by his colleagues, subordinates or superiors, carried out with the goal of breaking the employee’s resistance to the point of forcing him to resign from his place of work. The means to achieve the goal are the spread of rumors, intimidation, social isolation and especially humiliation. As a result of this ongoing, extremely hostile attitude, the mental and physical condition of the person who is the victim of such persecution deteriorates significantly, as a result, as a result, he usually loses the ability to resist.
Bullying denotes one-on-one pursuit. The results of bullying directly depend on the leadership qualities of the participants in the conflict, their authority in the team and the level of administrative authority. The consequences of bullying are similar to the consequences of mobbing.
Just like manipulation, the use of coercion is a risky method. The result of coercion may be an aggressive reaction from employees. However, in situations where a strategy must be implemented quickly, and where it is not popular, no matter how it is implemented, coercion can become the only option for the manager.
The advantages and disadvantages of the considered methods are given in table. 5.
Successful implementation of strategy in an organization is always characterized by the skillful application of the listed approaches.
Table 5
Development of a program for changes in recruitment and selection of personnel for an industrial enterprise using the example of the Syzran Thermal Power Plant
2.2 Analysis of the force field using K. Levin’s model
An analytical tool for determining the driving and restraining forces of change is K. Lewin’s model “Analysis of the Field of Forces”.
Changes in an organization involve dividing the forces involved into forces of promotion and forces of resistance to change. Under the influence of these types of forces, the organization is in a state of equilibrium. Changes occur the moment the existing equilibrium is disturbed and continue until equilibrium is restored at a new point.
Some people tolerate change relatively easily and even enjoy participating in it. Others see change as an inconvenience and a threat. It is important for a manager to be able to establish a balance between enthusiasts of change and skeptics, since the former stimulate change, and the latter, by questioning the proposals of enthusiasts, force them to think through their proposals more carefully. Most of us are generally neither big supporters nor opponents of change, although some changes may evoke strong feelings in us and we may have our own beliefs about how they should be implemented.
To analyze the situation preceding the change, K. Levin proposed a model that was original in its simplicity, which he called “Analysis of the Field of Forces.” (Fig. 2) Its essence lies in the fact that at every moment the organization is in an equilibrium state under the influence of two types of forces:
Driving;
Containing.
Rice. 2. Application of K. Lewin's diagram
Driving forces:
1. Management support.
Management understands that in order to prevent the loss of potential profits, it is necessary to achieve maximum productivity from the workforce. Well-designed work should create internal motivation, a sense of personal contribution to the production of products. It is necessary to train the employee to complete the task so that the level of work performed brings not only the awareness that the amount of work has been completed, but also self-affirmation and raising the status of the employee in the enterprise.
2. Training system.
Maximum development of professional skills, the opportunity to gain new knowledge and the ability to find oneself in a new environment, creating opportunities for career growth. These are not just conditions for good work, but an opportunity for more complete self-realization. The need to increase the sales market.
Profit is the main goal in the activities of every enterprise. This change is significant character, since it will improve the efficiency of the enterprise and achieve better results, i.e. raising qualification level employees, we will ensure timely execution of services, thereby increasing the competitiveness and profit of the organization.
However, an increase in driving forces may entail an increase in the restraining forces that counterbalance them. Therefore, the tactic of reducing restraining forces is usually preferable. In this case, to shift the balance, we will try to turn restraining forces into driving ones.
3. Competition:
In order not only to remain in the market, but also to function successfully in it, it is necessary to constantly increase your competitive advantages. High quality products plays an important role in the struggle for consumers.
Restraining forces:
1. Lack of funding.
2. Lack of specialists
3. Staff resistance.
The resistance in this case was due to staff resistance. This may be due to fear of being fired, lack of information about job requirements and the responsibilities of the new position. Knowing the causes of resistance, you can choose the right way to overcome this resistance. The most appropriate approach to reduce resistance in this situation is to present information.
The result of analyzing the change situation is the choice of change strategy, which depends on:
1. the pace of change;
2. degree of management by the manager;
3. the need to attract external experts;
4. concentration of external forces.
The most significant limiting force in this case is the lack of specialists.
The pace of change will be slow, since this change requires a more qualitative approach to the selection of specialists available on the labor market.
Fig. 3 Strategic continuum
To carry out changes in an organization, the following change strategies are used:
directive (imposition of opinion on the part of the manager);
based on negotiations (recognition of legitimate interests
others);
regulatory (use of external consultants);
analytical (clear definition of the problem, involvement of experts);
action-oriented (high involvement of people).
The enterprise will choose a directive change strategy, since the solution to this issue is within the competence of management.
Analysis of labor productivity at the enterprise and in the main industries
A dynamics series is a series of numerical values of a statistical indicator located in chronological sequence, characterizing changes in social phenomena over time...
Analysis of production using control charts
Initially, cards were used to record the results of measurements of the required properties of products...
Analysis of working hours of employees of the organization "LLK-International"
The first task on the path to effective time management is to understand what exactly you are spending your time on. There is only one way to determine this - timekeeping. Timing (French chronomеtrage, from Greek...
Diagnostics and building a corporate culture using the example of the company Auchan-Krasnogorsk LLC
One of the practical ones is the process of implementing strategic changes, which, according to Kurt Lewin, consists of three stages: unfreezing, movement, freezing. Defrosting is...
Dynamics of the production and economic potential of the Rostov Electric Locomotive Repair Plant
The main target criteria for the effectiveness of a strategic decision on the development of an enterprise is to ensure the development of its derivative economic potential...
Development of measures aimed at increasing the efficiency of the Air Transport Agency OJSC
Some people are very enthusiastic about the change, while others see it as a threat. Vision positive points mixed with the fear of being plunged into confusion. Change usually means risk...
Development of a program for changes in recruitment and selection of personnel for an industrial enterprise using the example of the Syzran Thermal Power Plant
Planning and implementing change means for an organization to move from its current situation to some desired state in the future. The first step towards change is diagnosing the need for change...
Development of a strategy for innovative changes in an enterprise
Lewin's force field analysis is used to distinguish which factors in a situation or organization are moving or moving a person towards or away from a desired state, and which are opposing the driving forces. This analysis is needed to...
Strategy development for La Dolce Vita LLC
This method representing change in the form of an analysis of the force field. The situation appears to be in a certain balance - on the one hand, the object of change is affected by driving forces, on the other hand, restraining forces hinder...
Development of a development strategy for the VIP direction at LLC PKF "Harmony"
In modern management theory, an organizational problem is understood as a situation that is characterized by a contradiction, inconsistency, gap between what is currently taking place in reality and what...
Development of a development strategy for First Retail Company LLC
The BCG model is very limited. As practice has shown, based on growth rates and market share, only about 6% of the differences in business liquidity can be confirmed. This is explained by...
The role of corporate culture in achieving the company’s strategic goals
In my work, I would like to consider two of the most effective, in my opinion, methods of improving corporate culture: 1. Holding corporate holidays 2. Conducting trainings Let's first consider holding holidays...
Improving the enterprise personnel management system using the example of AKS-Invest CJSC
The survey was conducted in October 2012. 14 employees of AKS-Invest CJSC were interviewed. The results are presented in table Table 3. The result of the survey of employees of AKS-Invest CJSC 1...
Specific research methods
Managing change and conflict in an organization
Factors causing change can be divided into driving and restraining forces. A simple and original method for analyzing driving and restraining forces, presented in the form of a field of forces (Fig. 2), was proposed by Levin...
Force field analysis (FFA) is a framework designed to
diagnosing the problem and choosing priority methods for making the necessary changes in order to solve the problem.
Force field analysis is based on the work of Kurt Lewin, who introduced the concept of field or
some space around an individual, group or organization. Within this field, various forces act on them. We are talking about two main forces:
Driving Forces and Restraining Forces.
Driving forces are forces acting in the direction of change and interested in bringing the situation out of the problematic state in which
where she is currently located.
Restraining forces are the forces that prevent change from happening.
IN At best, these forces maintain the existing problematic situation, and at worst, they aggravate it.
IN state of equilibrium (Equilibrium) two types of forces remain in the existing
situation, and change is impossible.
Every situation we want to change is a model of dynamic equilibrium. Those. At each moment of time, both types of forces act simultaneously - both driving and restraining.
The purpose of using the method is to achieve a change in the field balance
strength so that the desired change can be achieved. That is, the goal is to increase the effect of driving forces and at the same time eliminate or reduce the influence of restraining forces.
It is important to understand that if we only focus on strengthening the driving forces, this will lead to an increase in the resistance of the restraining forces, and the existing state of affairs will worsen even more. Therefore, it is important to act simultaneously in two
directions.
Stages of force field analysis.
1. Briefly describe the problem/situation that requires change.
2. Describe the task you want to achieve in operational terms.
3. Identify driving and restraining forces.
The magnitude of power is the real or latent ability of a force to maintain the status quo or bring about change. Those. estimate the potential power of the force and
the degree of its influence.
Openness of force: the potential of force in terms of its ability to change. If we're talking about about deterrent force, then we are talking about its potential to
decrease, and if about the driving force, then about its potential to increase.
5. Identify key players.
Key players are key figures who can strengthen driving forces and weaken or eliminate restraining forces. Key players may include: your organization's staff, funders,
clients, people with influence (media representatives, scientists, politicians
And etc.), community leaders and members, holders of important resources, etc.
6. Try to identify the forces that you will address first in order to bring about the desired change.
Two absolute rules for determining forces.
1) Active forces.
The greater the degree of openness and magnitude of forces, and the greater the ability of players to influence these forces, the greater the likelihood of successful change. These are active forces that must be dealt with first.
2) Unnecessary forces.
The lower the degree of openness of forces in terms of the ability to change, and the
There will be fewer players capable of influencing these forces, the more unnecessary these forces will be from the point of view of your goals, since there will be no one
deal with them. There is no point in wasting vital resources on these forces.
7. Systematic planning
At this stage, you should move on to planning specific actions, using
which you can strengthen the driving forces.
Cm. http://www.jdc-siberia.ru/downloads/problems/2.doc
APPENDIX 7. Structural model of E. Bern
E. Bern's structural model describes personality in the form of ego states, under
by which he understands a consistent type of feeling and experience,
directly related to appropriate behavior. Berne clearly distinguishes between the external or social plane and the internal, psychological plane, which concerns inner world person and his individual perception of events.
The social plan in Bern's concept is represented by transactions in the process of communication, and the internal ego states, which he calls Parent, Adult
and Child. The internal plane in the process of communication is manifested in the external plane in the appeal of any hypostasis of one person to another and the response of this
hypostases. The three ego states identified by Berne can be briefly characterized as follows:
1) Parent - functions of monitoring compliance with norms and regulations, as well as patronage and care. This is the actualization of the moral sphere of the individual. The parent is above the situation. When appealing to the hypostasis of the Parent, they appeal to
ethical system of man, to the foundations, to the sense of duty in the face of an unknown and
uncontrolled reaction. The attitude towards the Parent is as respectful as possible.
2) Adult - reason, information processing and probabilistic assessment for effective interaction with the outside world; this is updating
rational sphere of personality. An adult is partly inside and outside the situation. At
addressing an Adult is an influence that implies a direct reaction, perhaps somewhat delayed and to some extent left to the discretion of the partner, as a conscious person who has a certain freedom and capabilities. Respectful attitude towards adults
3) The child is a part of the personality containing affective complexes associated with
early childhood impressions and experiences. This is the actualization of the emotional sphere of the individual. The child is completely inside the situation. Impact
occurs directly, the result is expected momentarily and usually quite predictable. We don't respect the child at all.
http://humanities.edu.ru/db/msg/77159
APPENDIX 8. The method of principled negotiations, or the Harvard concept of negotiations
During the negotiation process, the behavior of participants can correspond to three different approaches. The first is associated with the confrontation between the parties, each of which sets victory at any cost as an indispensable condition. The table at which
a dialogue is being conducted, likened to a kind of battlefield. The second approach can be considered the opposite of the first. The parties take friendly positions, conduct
ingratiatingly. The third approach is based on the understanding of the need to find a mutually acceptable solution that would best meet the interests of both partners. Mutual concessions, reasonable compromises, as it were
complement each other. This approach, in which trusting relationships are established and joint brainstorming sessions are conducted, is the most
promising. This concept underlies the so-called method
principled negotiations, developed at Harvard University in the USA and described in detail in the book “The Path to Agreement” by Roger Fisher and William Ury
or negotiations without defeat" (M., 1992). The method is to require
solving a problem based on it qualitative signs, i.e. from the essence of the matter. Partners strive to find mutual benefits where possible. And where their interests do not coincide, they achieve a result that would be justified by fair standards.
The method is characterized by four basic rules. Each of them amounts to
a basic element of negotiations and serves as a recommendation for their conduct. The first rule: “Make a distinction between the negotiators, separate the person from the problem.” Discussion of character traits and criticism of the personal qualities of communicants are unacceptable, as they exacerbate contradictions and interfere with the progress of the consideration of problems. Second: “Concentrate on interests, not positions.” Instead of arguing about positions, we need to explore the defining
their interests. Third: “Develop mutually beneficial options.” Fourth: “Find objective criteria.” In order for the negotiations to be more
fair, intermediaries, observers, and independent experts are invited. At the end of the contact, the achieved results are recorded in writing.
After the meeting, positive and negative points are noted so that
improve negotiation strategy and tactics.
You can read the work of R. Fisher and W. Urey “The Path to Agreement, or Negotiations without Defeat” on the website http://rus.1september.ru/2001/30/6_12.htm
Peace negotiations
Someone rightly said about negotiations: you do not achieve what you deserve, but what you were able to agree on. Part of Russian business habit
considers negotiating harmful. The opponent is seen as a lemon, which requires effort to squeeze out. “They knew how to negotiate” - they now say about young professionals who have made a business out of privatization deals and corporate
grips. However, companies working for a common result with a partner look at the effectiveness of negotiations completely differently.
One of the first concepts of win-win negotiations was
proposed by Harvard University professors Roger Fisher and
William Urey. Their views were in agreement corporate cultures many
global companies. This experience is gradually being adopted Russian businessmen– which is especially noticeable in the example of how they negotiate with a foreign party.
In 1981, in their book The Path to Agreement, or Negotiating Without Losing, Roger Fisher and William Ury described the concept of principled negotiation - principled (rational, constructive, integrative) negotiations. She was thinking
creators as an alternative to soft negotiations (participants are friends, goal is
agreement) and tough (participants are opponents, the goal is victory).
problem." And their goal is “a reasonable result achieved effectively and
friendly". Characteristic signs American authors put their approach into formulations that train the imagination: “separate people from
problems”, “insist on the use of objective criteria”, “consider mutually beneficial options”, “focus on interests, not positions.”
Another scheme proposed by business professors has also gained popularity.
College at Texas Tech University by Grant Savage, Rich Sorenson and John Blair. They identify four main strategies
negotiations: tough competition, explicit concessions, trust and cooperation,
deliberate refusal to negotiate. In order to choose the appropriate option in a given situation, the manager is asked to answer two questions: to what extent
What is important for him is the outcome of the negotiations and what role the relationship with the partner plays.
IN in tough negotiations, they try not to make concessions - it is believed that this is a sign of weakness and Right way to defeat. However, concessions can be mutual. This symmetry is especially useful at the stage of entering into a partnership.
IN in tough negotiations, advantage is a priori given to those who occupy the extreme
position and is ready to stand his ground until the end. The reaction of the counterpart in this case is not difficult to predict: the response is stubbornness and unwillingness to compromise.
However, deafness to other people's interests can have more serious consequences. Sometimes negotiators have to take into account the attitude towards themselves from
sides not only of the opponent, but also of the entire market.
Another tenet of tough negotiations is extreme secrecy. “Don’t let yourself be miscalculated,” “By revealing your cards, you make yourself weaker,” experts teach
on “communicative interaction”. In a difficult situation, the President
computer company DPI Evgeniy Butman did the exact opposite - as he now believes, the only correct way.
Many companies try to outline the exit point from negotiations in advance: their
“hard” interrupt if at any point the terms of the agreement cease
meet the minimum requirements of one of the parties. An alternative to this step is to take a timeout, during which the unyielding negotiator can change his mind and
soften your position. It is important that his interest in the transaction is maintained.
http://www.aksionbkg.com/library/112/?i_9432=10437&print=yes
