October 2008
In this Issue:
Leadership - The Link Between Planning & Doing
Traditional Planning Methods
The traditional way for government organizations to plan is for a group of people, usually executives/management, but sometimes including employees, to get together for some period of time each year. Generally, inadequate time is allocated to the exercise, but if it is completed, it results in a document that contains a mission statement, broad organizational goals, and other elements as is deemed appropriate. Then, the plan is usually hidden away somewhere, never to be seen again. Traditional methods yield traditional results. As a wise man once said "If you keep doing what you have been doing, you will get what you have always got".
It needn't be this way.
Reconceptualizing Strategic Planning
Planning should be considered as a blueprint for change. The plan should be the basis for introducing controlled change into an organization so it can adapt to changing times. By anticipating shifting demands, the plan serves the purpose of allowing the organization to control its own direction, rather than waiting until political forces demand change (and demand change NOW). In addition, the plan allows for consistent monitoring of success and re-examination of the degree to which organizational resources should be structured and allocated to achieve future goals.
But, if we look at strategic planning in this light, as a blueprint for change, we also need to consider that any organization has built-in inertia, the tendency to keep on doing what one has been doing. On its own, the strategic planning process, as traditionally undertaken, is insufficient to overcome this inertia. Other forces need to come into play if the plan and proposed changes get implemented.
Leadership - The Key Force
In the context of strategic planning, leadership means a number of things. We can outline the role of leadership in the following ways, keeping in mind that leadership may come from appointed leaders (management and executive) and from the ranks.
Those in leadership roles ensure that as many members of the organization as possible buy into the values, mission, and broad organizational goals. There are two components to this function. First, leaders manage the perceptions of staff with respect to the planning process. Remember that most people have experienced the "plan-in-the-drawer" syndrome, where effort expended in planning is seen as wasted when the plan is ignored. Prior to the planning process, leaders must emphasize that THIS TIME, things will be different.
Leaders manage the planning process so that staff feels that they have adequate input into the process, that they are heard, and their values and visions are incorporated into the final plan and its implementation. Specifically, leaders arrange things so that the process is open, and conforms to accepted rules of communication. That may mean hiring an external consultant to orchestrate the planning sessions. It will certainly mean that rules get established to guide participation. Everyone who wants to participate should have the opportunity, and even reticent staff should be gently encouraged to involve themselves.
While managing perceptions of the planning process is important, the critical role of leadership occurs after the plan has been completed. Leaders must treat the planning results as the "organizational signposts that guide behavior and decision making". After all, nobody is going to take a plan seriously if the formal leaders ignore it, or never refer to it again.
If you are serious about using strategic planning as a tool for organizational success, consider some of the following actions.
A. When working with staff to set individual objectives, be sure to mention how the individual objectives will contribute to the achievement of the mission and organizational goals as outlined in the strategic plan. Make sure that the employee is familiar with the plan when individual objectives are set. In addition, at each meeting with each employee, work with the employee to help him/her determine how the values outlined in the strategic plan apply to them. In other words, given the particular values, strategic goals and mission statement how is the employee to behave or make decisions.
B. Once the strategic plan has been completed; the formal leader of the organization (and perhaps others) should present and discuss the plan with the up-line manager or executive. It is NOT sufficient to send a copy. Because you will need up-line support to implement the plan, you will need their commitment, and commitment will only come from discussion and explanation of the plan.
C. At staff meetings, when decisions are required, explain how the strategic plan is used, or is to be used to make decisions. If you are the manager communicating a decision you have made, explain your rationale in light of the mission, values and goals expressed in the plan. If you are using a participative decision making process, help staff refocus on these components of the plan, so that they can be used to guide decision making
D. When doing performance reviews with staff, ask the individual to explain how his or her actions are consistent with the elements of the plan. How has their action contributed to organizational goals? Has their behavior been consistent with organizational values? What needs to change so that the individual can further contribute to implementing the plan? Consider recognizing contributions to achievement of the plan, even if the individual did not have specific responsibility as outlined in their individual objectives. And, when setting future objectives, consider writing an objective that refers to the values expressed in the plan. For example: "Will act in accordance with the organizational values expressed in the strategic plan". If you go this route, make sure that the implications of these values are clear to the employee in terms of his or her behavior.
A final role of leadership is to create more leaders. One goal that formal leaders (executives, managers) can set for themselves is to encourage down-line employees to take on some of the leadership roles outlined above. This can be particularly effective in decision-making. The ideal situation is for staff to internalize the plan to the extent that some take on the role of reminding people of the plan, and its relevance to any given decision-making process. Cultivate leaders in your organization by giving increased responsibility, and encouraging this kind of leadership behavior.
Conclusion
Leadership, regardless of when it comes from formally appointed leaders, or Informal leaders, provides the link between planning and doing. Effective leadership helps alter perceptions about strategic planning, and the organization itself, helping to overcome inertia, the tendency to keep things the same.
Without leadership, most strategic plans will end up as dead pieces of paper. Most importantly, when planning occurs without leadership, cynicism increases when staff sees that the plan is being ignored, or even violated. The outcome of this is that formal leaders suffer a loss of credibility.
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Basic Negotiating Tips
We all negotiate in our personal and professional lives. We negotiate when we go to a garage sale, or when we want to do something different at work, or when we are dealing with members of the public. Sometimes it’s easy to negotiate, but other times, when we have a great deal at stake or we are upset, the task can be intimidating or difficult.
We are going to review about some tips to successful negotiating that can help you work more effectively with your customers, co-workers, and boss. They are also applicable to other interpersonal situations.
Overview of The Negotiation Process
Negotiating is the process by which two or more parties with different needs and goals work to find a mutually acceptable solution to an issue. Because negotiating is an inter-personal process, each negotiating situation is different, and influenced by each party's skills, attitudes and style. We often look at negotiating as unpleasant, because it implies conflict, but negotiating need not be characterized by bad feelings, or angry behavior. Understanding more about the negotiation process allows us to manage our negotiations with confidence increases the chance that the outcomes will be positive for both parties.
  Negotiation need not be confrontational. In fact effective negotiation is characterized by the parties working together to find a solution, rather than each party trying to WIN the contest of wills. Keep in mind that the attitude that you take in negotiation (hostile, cooperative) will set the tone for the interaction. If you are confrontational, you will have a fight on your hands.
Trying To Win At All Costs
If you "win" there must be a loser, and that can create more difficulty down the road. The best perspective in negotiation is to try to find a solution where both parties "win". Try not to view negotiation as a contest that must be won.
Becoming Emotional
It's normal to become emotional during negotiation that is important. However, as we get more emotional, we are less able to channel our negotiating behavior in constructive ways. It is important to maintain control.
Not Trying To Understand The Other Person
Since we are trying to find a solution acceptable to both parties, we need to understand the other person's needs, and wants with respect to the issue. If we don't know what the person needs or wants, we will be unable to negotiate properly. Often, when we take the time to find out about the other person, we discover that there is no significant disagreement.
Focusing On Personalities, Not Issues
Particularly with people we don't like much, we have a tendency to get off track by focusing on how difficult or obnoxious the person seems. Once this happens, effective negotiation is impossible. It is important to stick to the issues, and put aside our degree of like or dislike for the individual.
Blaming The Other Person
In any conflict or negotiation, each party contributes, for better or worse. If you blame the other person for the difficulty you will create an angry situation. If you take responsibility for the problem, you will create a spirit of cooperation.
Five Negotiation Tips
1. Solicit The Other's Perspective
In a negotiating situation use questions to find out what the other person's concerns and needs might be. You might try:
What do you need from me on this?
What are your concerns about what I am suggesting / asking?
When you hear the other person express their needs or concerns, use listening responses to make sure you heard correctly.
For example: So, you are saying that you are worried that you will get lost in the shuffle and we will forget about you...Is that right?
If I have this right, you want to make sure that the phones are covered over lunch?
2. State Your Needs
The other person needs to know what you need. It is important to state not only what you need but why you need it. Often disagreement may exist regarding the method for solving an issue, but not about the overall goal.
For example:
I would like an hour on Tuesday to go to the doctor. I want to make sure I am healthy so I can contribute better to the organization.
3. Prepare Options Beforehand
Before entering into a negotiating session, prepare some options that you can suggest if your preferred solution is not acceptable. Anticipate why the other person may resist your suggestion, and be prepared to counter with an alternative.
4. Don't Argue
Negotiating is about finding solutions...Arguing is about trying to prove the other person wrong. We know that when negotiating turns into each party trying to prove the other one wrong, no progress gets made. Don't waste time arguing. If you disagree with something state your disagreement in a gentle but assertive way. Don't demean the other person or get into a power struggle.
5. Consider Timing
There are good times to negotiate and bad times. Bad times include those situations where there is:
- A high degree of anger on either side
- Preoccupation with something else
- A high level of stress
- Tiredness on one side or the other
Try to avoid negotiating during these times if possible. If they arise during negotiations, a time-out or rest period may be in order, or perhaps rescheduling to a better time.
Conclusion
Negotiating is a complex process but one worth mastering. If you keep in mind that you are responsible for the success or failure of negotiation, and if you follow the tips above, you will find the process easier.
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Fighting Groupthink
Here's a quick overview of groupthink, and how to avoid it. When you avoid groupthink, you end up with better, more creative and more appropriate decisions and problem solving. Whenever two or more people meet to make a decision, a number of complex group dynamics come into play. Sometimes those group dynamics operate to create a situation where the best possible decision is not made. This can occur for several reasons. One of the common group effects is the groupthink phenomenon. This occurs when group members feel that it is more useful to go along with an idea presented, than to suggest their own, or criticize or comment on the ideas of others. As a result good ideas and solutions may never be placed on the table, and the decision that appears to be supported may not be “optimized”, since there is little attempt to make it better.
In extreme cases, this groupthink process can move to the point where the final decision is one that is not supported by anyone in the group, and each member thinks that the others support the idea. You can use the following tips, whether at work or at home, to ensure that decisions are made that everyone can live with.
Groupthink Antidotes
If you are leading a group in the decision-making process, make sure that you highlight the importance of looking at the pros and cons of any ideas under consideration. Set the tone by focusing on the issues, and not that people disagree.
When people support an idea with general statements such as “I think that's a good way to go, encourage them to explain why they believe the idea is a good one. Another tactic is to ask those that support the idea to critique it; find the weak points.
Treat pros and cons of ideas equally, particularly if it is your idea under discussion. Feel free to advocate for your position, but advocacy, on its own, can overpower reason. Keep in mind that although you believe in your idea, it may not be the best of all possible solutions.
Time constraints tend to result in increased pressure to agree. While occasionally, fast decision-making is needed, keep in mind that people will be less likely to raise objections if they feel that raising objections would result in delaying the process.
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