Home' Trinidad and Tobago Guardian : August 6th 2015 Contents To start truly collaborating, identify the
goal, then map out the end-to-end work
that s needed. What will your team be
responsible for? What will you need from
other teams? Sketch out the sequencing of
activities. When people know what s needed,
in what form and by when, they can then
tell you whether it s possible; and then you
can have a real dialogue about what can be
done. Instead of going from one department
to the next and trying to cobble together
an agreement, get all the managers in a
room together to work through the plans,
make adjustments and find ways to share
resources and align incentives.
(Adapted from "There s a Difference
Between Cooperation and Collaboration," by
Small talk matters
during a negotiation
When negotiating, how do you drive a
hard bargain without burning important
bridges? A key step is to make small talk
Don t rush into your requests. You want
to take time to introduce yourself, get to
know your counterpart and understand how
he operates. This chitchat can relay crucial
information about the other side s interests
that might help you later. It also helps estab-
lish a rapport, and sometimes even trust.
One study found that students who were
required to make small talk before a nego-
tiation were significantly more likely to come
to agreement than those who weren t. The
conversation doesn t need to be personal.
It can be about process like how long the
talks should take, and how the other side
tries to involve stakeholders. This still gives
you context that might prove useful.
(Adapted from "How to Negotiate Nicely
Without Being a Pushover," by Carolyn
@2015 Harvard Business School Pub-
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BUSINESS GUARDIAN www.guardian.co.tt AUGUST 6 • 2015
TIPS & TALKING POINTS
Know how to bridge
When you do business with people from another
culture---whether you re managing a global team or
negotiating a contract---your success depends on your
ability to bridge cultural differences. This means
clearly understanding how your cultures differ.
For example, assess whether you re working in an
individual or collective culture: Do your global col-
leagues identify themselves primarily as independent
operators or as members of a larger group? Do people
often celebrate individual achievements? Are there
stars who have bigger offices and get more attention?
Do people feel comfortable with open disagreement?
If so, that s an individualistic culture.
You ll want to acknowledge people s quantifiable
results. In primarily collective cultures, you ll find
hidden influencers instead of obvious stars. People
often eat lunch together and are uncomfortable dis-
agreeing with each other. To adapt, focus on the team
as a whole and speak to the group s achievements.
(Adapted from "Bridging Two Kinds of Cultural
Differences," by Blythe McGarvie.)
Manage conflict at work by
identifying the cause
We ve all experienced conflict at work. Most of us
get a sinking feeling ("Uh oh, we re in a fight" or
"She s definitely mad at me") and we usually do one
of two things: either ignore the issue or confront the
person. But this isn t a productive or healthy way to
address the problem.
You have to pause to understand what s at the root
of the disagreement. There are four main types of
conflict: relationship (a personal disagreement), task
(disagreement over what the goal is), process (dis-
agreement over the means or process for achieving
a goal) and status (disagreement over your standing
in a group).
Thinking about these categories will help you figure
out what s actually happening when you get into a
conflict; even when your disagreement doesn t neatly
fit into a bucket. Once you know what s causing the
problem, you can decide how to address it effectively.
(Adapted from "HBR Guide to Managing Conflict at
Work," by Amy Gallo.)
Don't mistake cooperation for
Managers have to collaborate across functions. Yet
despite being friendly and willing to share information,
they often fail to do it. Priorities aren t aligned, so
miscommunications slow down projects. This happens
because managers mistake their cooperativeness for
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