Presented
at a workshop for Nursing Managers and Head Nurses on Leadership Program
(Relationship Development) at King Fahad Medical City March 31, 2015 by Prof
Omar Hasan Kasule Sr.
LEADERSHIP BY
INFLUENCE 1
- Leadership
is influencing people to do certain things or to move in a certain
direction.
- Good
leaders persuade and do not rely on command, fear, or authority.
- Good
leaders serve and do not dominate.
- Good
leaders use power to improve and make a change.
LEADERSHIP BY
INFLUENCE 2
- Good
leaders pull and do not push.
- Good
leaders empower followers by coaching and delegation.
- Leadership
credibility is based on competence, character, self-confidence, activity
and drive, boldness and assertiveness.
- Credibility
= influence
POSITIONAL
POWER vs PERSONAL POWER
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Leadership
attribute
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Positional
power
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Personal
power
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Character
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Formal
authority
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Expertise
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Decisions
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Charisma
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Rewards
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Personal
relations
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Punishments
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Information
control
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Organizational
resources control
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TASK ORIENTED LEADER VS
PEOPLE-ORIENTED LEADER
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Task-oriented
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People-oriented
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Productivity
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Sharing
information
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Accepting
follower ideas
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Open
informal communication
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Perfectionism
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Listening
to others
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Facts
and data
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Feelings,
emotions, and attitudes
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Deadlines
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ATTRIBUTES AND SKILLS OF LEADER BY
THE LEVEL OF LEADERSHIP
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Lower
leadership
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Middle
leadership
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Higher
leadership
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Personal
attributes
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Human
skills
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Conceptual
skills
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Practical
skills
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Human
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BARRIERS TO
COMMUNICATION 1
- Perception,
the organizing and interpreting of incoming information, is selective
being influenced by environment, background knowledge, and background
attitudes. Different people perceive the same communication differently.
- Prejudgment
before communication
- Differences
between communicators (self-image, status, roles, personality, cognitive
ability, physical situation, social status, culture, vocabulary, and
language)
BARRIERS TO
COMMUNICATION 1
- Distractions
- Emotional
resistance to being on the receiving end
- Time
constraints
- Poor
listening
- Poor
speech
- Bad
timing and unsuitable circumstances.
- Others:
multiple meanings of words, information overlord, verbosity, value
judgment, and filtering.
NATURE and
PURPOSE OF NEGOTIATIONS
- Daily
life, public or private, revolves around negotiating with others.
- Negotiation
is necessary to protect your interests, and get as much advantage as
possible without entering into costly and bruising confrontations. Most
conflicts can be resolved through negotiation. Good negotiation turns
confrontation into cooperation.
- Physicians
must be able to negotiate with their patients and relative to agree on a
treatment plan otherwise a lot of conflicts and misunderstandings will
occur. Negotiation skills can be learned.
WIN-WIN vs
LOSE-LOSE NEGOTIATIONS
- Negotiations
can be win-win in which each party leaves satisfied or win-lose in which
one party leaves with a feeling of winning and the other leaves with a
feeling of having lost.
- A
win-win outcome is the best in a negotiation. It ensures that each party
gets the maximum it can from the transaction, part as friends who can work
together again.
- Both
objectives and relations must be considered. Future relationships may be
lost by aggressive pursuit of objectives.
- It
is advisable aim at a win-win outcome even if you can get away with a
win-lose outcome.
- A
win-lose formula in negotiations can work only if future relationships do
not matter.
- Win-lose
situations often end up as lose-lose to the detriment of both parties
STRATEGY OF
NEGOTIATION 1
- You
must know the bottom-line from the beginning and must work out the
worst-case scenario.
- Understand
the other party and to acknowledge its strong and valid points;
understanding does not imply acceptance
- It
is better to use persuasion rather than power.
- It
is better to warn than to threaten.
- Provocations
should be avoided.
STRATEGY OF
NEGOTIATION 2
- Negotiations
should not wander away from rationality to become emotional.
- Every
negotiation involves making concessions and compromises.
- Privacy,
patience, and time are needed for success of negotiations.
- Simultaneous
negotiation over several issues at the same time increases the possibility
of a compromise.
- Brinkmanship
and bluffs lead to disaster in most negotiating situations.
NEGOTIATION TACTICS 1
- Aggressive
tactics are pressure tactics and intimidation.
- Friendly
tactics are the kid-glove and the good-guy/bad-guy combination.
- Evasive
tactics are hiding behind an invisible authority, stone walling, and
deception.
- Provocative
tactics are attempts to erode confidence, provoking emotions, anger, and
personal attacks.
- Effective
approaches consist of being aware of risks, an incremental approach,
follow-up and implementation.
COMPONENTS OF A
NEGOTIATION
- Setting
the agenda
- Opening
the negotiations
- Demands
and offers
- Narrowing
differences between the parties
- Final
bargaining
- Persuading
the other party to cross the last hurdle to agreement
- Implementation
of the negotiated deal: think about implementation of negotiated deal
during the negotiation. Minimize risks in the deal.
BARRIERS TO
SUCCESSFUL NEGOTIATIONS
- Negative
attitude to negotiations
- Poor
communication skills
- Lack
of knowledge
- Lack
of confidence in negotiations
- Fear
of confrontation
- Being
emotional and not being objective
- Being
reactive
- Treating
the other party as adversaries who must lose
DEADLOCKED
NEGOTIATIONS
- Deadlocked
negotiations are natural because there are issues that are not negotiable.
- Deadlocks
should be anticipated and contingency plans should be made.
- If
it is in your interests to continue the negotiations, devise ways and
means of getting around a dead-lock.
- Stay
calm and keep negotiating.
- You
have to change the rules of the game or reframe issues.
- Consider
all alternatives and look for options.
- Utilize
maximum flexibility but never lose sight of the final goals and your
permanent interests.
FINAL
PERSUASION 1
- Start
from their position and move them to agreement. Include their ideas in
your proposals. Ask for and build on some of their ideas. Ask them for
constructive criticism of your ideas.
- Offer
alternatives to choose from.
- Identify
and satisfy unmet needs such as esteem, respect, security. There is no
reason for the negotiations failing for such matters that are not of
strategic significance to you.
- Look
for and give low-cost high benefit concessions, this requires that you
have a clear strategy that helps you identify what is a low-cost
concession.
- Get
them to give conditional agreement such as ‘if...then..’ and build on that
to reach agreement by fulfilling or agreeing to the condition.
FINAL
PERSUASION 2
- Help
other side save face so that agreement on substantial issues can be
achieved with minimum pain to them and to your entire satisfaction.
- Use
a third party to propose the final solution so that it is easier to
accept.
- Use
fair standards that are objective and are accepted universally so that the
other party does not feel that you imposed a solution.
- Give
the other party credit for success of negotiations. Praise in a genuine
way any contribution they make however small towards a solution.
FINAL
PERSUASION 3
- Go
slowly and incrementally. Make step-by-step small requests. Do not move to
the next until the preceding one has been granted or some promise is made
to grant it.
- Do
not ask for final commitment until the end when the whole deal has been
worked out.
- Once
the deal is completed, avoid any further discussions because that could
lead to change of mind and destruction of all what has been achieved.
