Use Problem-Solving Judo in Midstream Negotiations with Stakeholders (Part 2 of 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

Up to this point, we have:

• Been surprised by a stakeholder who has reneged on an agreement to provide resources for our project during a critical period.
• Settled ourselves down and avoided the feeling of helplessness by following the steps for an effective negotiation
• Identified our minimum basic need
• Identified general motivators for the particular stakeholder, so that we can present effectively.
• Uncovered some background information as to why the stakeholder has had to renege on the agreement.

Now we need to make our problem-solving judo move.

Step 4: Using Your Leverage

Once you have basic background information, you can look for ways to meet mutual needs that your collaborator has not addressed. The key is to think about ways to solve your collaborator's problems in ways that minimize negative impacts to you--and that get you your minimum requirements.

Putting It Together: An Example

Let's see how this works in an example.

The Surprise. An IT director, who promised to provide specialized resources to your project during a critical phase of development, tells you a few weeks before they are needed that these specialists will not be available as expected during that time because of many other commitments.

Defining Your Need. Instead of panicking, you prepare for the negotiation that you …

Please log in or sign up below to read the rest of the article.