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25 Role Plays For To Teach Negotiation - 2nd Edition

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Includes FREE CD with 25 role plays from the popular first volume-50 total role plays! Updated with 25 new role plays not covered in the first volume. The book provides the opportunity to practice the behaviors used most frequently by successful negotiators-including questioning, clarifying, checking for understanding, summarizing and active listening. Each of these role plays is based on a unique approach to negotiation embracing three critical concepts: Successful negotiation is not an adversarial process, but a collaborative framework for creative problem-solving. The needs and interests of both negotiating parties must be addressed if there is to be a long-term solution. Negotiation is an ongoing process, and today's negotiation will affect the long-term relationship between the parties. Try out new behaviors that will help you: Handle situations among co-workers regarding their roles and responsibilities; Talk with your employees about their performance; improve relationships between the purchasing staff and internal clients; Deal with difficult customers. Sample role-plays: The new project manager; The difficult team member; The difficult discussion/meeting; Engineering changes.

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THE NEW AUDIT SYSTEM

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ROLE PLAY #1

PAUL STONE

Study Monitor

Melody Klein from Auditing called you earlier in the week to confirm your appointment to review the audit findings on the study that Joan Morris recently completed. You and Joan go back a lot of years; she has done a number of studies for you in the past, both here at Acme and at your previous company.

She has always done excellent work. Audits conducted early on in the study generally reveal problems, but Joan’s work is considered to be first-rate by the time she finishes. This is the first major study that she has completed for you here at Acme.

Several months into the current study, the company conducted an audit, and several problems were identified. You met with Joan and her study coordinator, and went over the numbers. As far as you can tell, everything was taken care of.

Follow-up discussions with Joan confirmed your intuition. You’ve paid close attention to this study because it’s so important.

You were very surprised when Melody called you to say that a number of problems were identified in the latest audit. At your request, she sent over the findings yesterday. You reviewed them in preparation for this meeting, and are very troubled and surprised. This looks like a totally different study than the one that was audited six months ago. You can’t believe that it is one of Joan’s studies. You heard that a new system for field audits was being initiated. Of course, you’re not sure, but it sure sounds as if the rules were changed in the middle of the game. You wondered why this audit was taking so long, so you called Melody’s office to find out.

 

THE PLANT MANAGER

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ROLE PLAY #2

BILL PETERS

Plant Manager

You are the Plant Manager in one of the company’s food-processing divisions. Your former position was as plant manager for a chemical company.

Last week, Matt Starr from the corporate office showed up unexpectedly to conduct a site audit, which identified several areas of concern. Matt conducted the same type of audit six months ago, just after you joined the company, and some of the problems are the same ones he identified at the time. You’ve been working on them, but there’s a limit as to how fast you can move! You are still new and you must move carefully when making changes or you’ll lose everyone’s support.

However, it probably makes things more difficult from an audit perspective. Overall production and quality have improved significantly since you began work, and that wasn’t easy to accomplish.

Matt really bothers you; he acts as if he’s the government, not an employee of this company. He’s not being helpful. At your old company, the auditors understood that their job was to help.

 

SITE AUDIT

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ROLE PLAY #3

MAX McCARTHY

Auditor

You recently completed a fairly routine site audit. What was particularly troubling to you was the disparity between the field monitor’s site visit reports and what you found. Based on the reports, you didn’t expect to find any problems. Not only were there a number of audit findings, but the behavior of the site administrator and the investigator confused you. Except for a quick hello and a “I know you’ll find everything okay,” the investigator was not to be seen. While very pleasant, the study coordinator seemed hesitant about sharing information. When you asked her about some of the things you were discovering, she indicated that she knew about them but had no more information, since she was relatively new. You got the feeling that there had been problems between her and the investigator, but you weren’t able to identify anything specific. She seemed to be in a very difficult position and was obviously uncomfortable with what she should or shouldn’t say.

 

THE INSPECTION

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ROLE PLAY #4

FRED JAMES, Ph.D.

Auditing

You are Fred James, biologist and you have been at Good Chemicals for two years, having previously worked for four years at Foods Plus (in their Quality Assurance department).

Your company recently submitted several products that are now awaiting government approval. The authorities have become more aggressive in conducting pre-product release inspections at corporate processing laboratories. Because of the government’s increased activity, your department has become more active in auditing all company labs.

You called Dr. John Stone, Processing Lab director, to arrange an audit, and you were left with a very uncomfortable feeling—almost one of hostility. Although

Dr. Stone didn’t say so directly, you know he wasn’t happy with the idea of your coming in to conduct an audit. This in itself isn’t unusual, since no one is happy when they get audited—least of all someone who is so well known and who holds so many degrees. He’s headed this lab for the past three years. Since you had never audited this facility before, you asked a lot of questions about methods and approaches. At the conclusion of the audit, these are your concerns:

 

THE STUDY REPORT

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ROLE PLAY #5

DANA ADAMS

Quality Assurance

You are a relatively new member of the Quality Assurance auditing group. As an auditor, it is your responsibility to review engineering reports for accuracy and consistency and then get the authors to make the necessary changes. Most authors are professional in this regard, and will make the changes you point out. Other auditors seem to resolve these issues easily with their teams. Of course, they’ve been working with their teams for a long time.

When you were trying to learn this job, much of the jargon in these reports made little or no sense to you. However, as time goes on, you have learned a great deal by doing, listening, and working with several of the senior people in the department. In the last few weeks, you have become much more confident, and you have a clearer understanding of your role as auditor.

Several days ago, you reviewed a report written by Dr. Margaret Fish and found a number of errors. You’re anxious about having to talk about these errors with

 

THE SUBSIDIARY

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Title:

THE SUBSIDIARY

Time:

Forty-five minutes

Objectives:

To practice the six-step method of negotiation.

Role Play #6

To explore issues of boundary-role management.

Trainer Notes:

This is an ideal role play to use if you are interested in looking at boundary-role issues. This role play is one we use to explore internal boundary-role questions. It can be particularly effective in looking at issues that arise between a corporate office and subsidiaries. It can easily be tailored for use in any environment.

In addition to looking at how the negotiation was handled, you should also explore issues related to the subsidiaries.

Consider having people from the subsidiaries come in to talk about how they view corporate, how corporate views them, and about how to work together effectively.

Some of the groups will talk solely about the compound, while others will broaden the discussion and look at the relationship and Tom’s perceptions. Explore the implications of this discussion.

If you need additional information on boundary roles, see the following articles:

 

THE REPORTING SYSTEM

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Title:

THE REPORTING SYSTEM

Time:

Twenty minutes

Objectives:

To practice the six-step method of negotiation.

Role Play #7

To practice solving a problem between co-workers.

Trainer Notes:

This role play is particularly useful for situations in which one person is held responsible for an ongoing task that he or she does only on an as-needed basis. This individual does not think the task is terribly important, but the coworker does.

Explore the differences between individuals who are successful at their work and those who are not. If the legal people take time to listen to the technical-operations person, this negotiation will go well. If they try to use their power to impose a settlement, the negotiations will probably be difficult.

As a follow-up to this role play, try to brainstorm approaches to dealing with this type of situation. Encourage people to talk about similar experiences and share how they handled them. If you are working with a homogeneous group, have the participants identify any other groups they have problems with, and use that as the basis of a discussion.

 

THE AFFILIATE

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Title:

THE AFFILIATE

Time:

Twenty minutes

Objectives:

To identify and address issues of concern to home office and subsidiaries.

Role Play #8

To illustrate the Successful Negotiator model.

Trainer Notes:

This role play is ideal if your company is dealing with issues concerning your home office and local affiliates. It can also spark discussion on how the company determines the priority of its projects.

If you have non-U.S.-based affiliates, you might want to look at the impact cultural differences have on the relationship between affiliates and headquarters. Explore the problems at your company, the impact they are having on operations and production, and what can be done to resolve them.

Resources:

The bibliography in the Resources section includes a number of published works on the subject of cultural diversity.

We have also found the following book of exercises to be very helpful:

Global Competence: 50 Training Activities for Succeeding in International Business, by Lambert, Myers, and Simons

(HRD Press, 2000).

 

THE FISHER HOTEL

PDF

ROLE PLAY #9

TOM BLACK

Advertising

You have worked with New Age Honeymoon magazine for the past five years and worked with its parent company for close to ten. You are one of the company’s top salespeople, responsible for bringing in significant dollars on an annual basis. One of your accounts is the Fisher hotel company, which owns a chain of small, romantic hotels in the Caribbean and South Pacific—all called “The

Fisher.” You’ve been after the Fisher people for the past ten months to increase the number of pages the company buys for advertising, but you have not been able to get them to increase their ad space more than a few pages. They’ve placed their biggest ads with another publication—Modern Honeymoons.

However, The Fisher was recently purchased by New Destinations, a very large hotel chain. New Destinations is already a client, and they’ve placed a good number of pages over the past several years. Now it looks like the prospects for increased business will be even better.

Someone at New Destinations contacted you last week to ask if the magazine is planning any articles on Bali. They are interested in promoting The Fisher-Bali as a honeymoon spot.

 

DIVISION/ CORPORATE HEADQUARTERS

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Title:

DIVISION/CORPORATE HEADQUARTERS Role Play#10

Time:

Twenty minutes

Objectives:

To explore the relationship between corporate headquarters and local engineering groups.

To practice the complete six-step model for negotiation.

Trainer Notes:

This is an ideal role play for exploring the relationships between corporate headquarters and the company’s local divisions. Because of the nature of this negotiation, we suggest that you use it to look at the entire six-step negotiation process. If there are problems between the divisions, you should expect that this role play will bring them to the surface. Spend the time necessary to discuss each issue that is raised.

In groups performing this role play, Corporate Management will let the division keep the work. Explore why that occurred, as well as what made the difference. If there are problems between corporate headquarters and local engineering groups, the ideal situation is to have company representatives from both groups in the room when the role play is being performed.

 

ENGINEERING CHANGES

PDF

ROLE PLAY #11

BRENDA WILDON

Corporate Engineering

You knew it would happen—it always does: The client tells you what he wants, you show him the drawings, he approves them, and you get the work done. Then, all of a sudden, the client realizes that he doesn’t like what was already approved. This always happens when the project nears completion and the client begins to see the actual work.

This happened most recently with Tom Stone in Research. It had to do with something real simple—windows. Tom wanted them flush, and that’s what you did.

Now he’s decided that flush isn’t what he wants. He wants all the windows changed to recessed because he thinks that aesthetically they look much better that way. The idea is interesting, but expensive. Recessed was your original suggestion, and you took a great deal of time explaining this and several other issues to him because you know that drawings can be confusing and difficult to understand. This change will cost us at least $65,000—money that just isn’t in the budget. Except for personal taste, there’s no reason to make the change. Moreover, you know that even though you are now a bit under budget, this project, like all the others, will eventually go over budget and you’ll need the contingency fund. Your boss wants every project, including this one, to stay on budget. Your boss wants to prove that we can bring projects in on time and on budget.

 

THE NEW PROJECT MANAGER

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Title:

THE NEW PROJECT MANAGER

Time:

Twenty minutes

Objectives:

To illustrate the Successful Negotiator six-step model.

Role Play #12

To illustrate the specifics of a contracting discussion between a team leader and a new project manager.

Trainer Notes:

In addition to covering the specific behavior used during the negotiation process, this role play will usually stimulate a fair amount of discussion about the interaction of a new project manager and a difficult team leader. Depending on your own objectives, both subjects are important and worth exploring. If the project manager and the team leader are both involved in the workshop, try having them conduct a contracting discussion after the role play. Have this discussion focus on how well they have been working together and what they might do differently.

At the conclusion of the role play, refocus the discussion on your own company and how new leaders and project managers begin their working relationships. If there is enough time, you might want to have the group develop a checklist for this type of discussion.

 

THE CO-LEADERS

PDF

Title:

THE CO-LEADERS

Time:

Fifteen minutes

Objective:

To illustrate the six-step Successful Negotiator model.

Trainer Notes:

After you discuss how the participants conducted the negotiation, engage them in a discussion about how these problems can be avoided. In this negotiation, it is critical that you clearly state and outline the issues. Because of the nature of the issue, people often fail to be direct, so the problem doesn’t get resolved. An agreement might be reached, but it is frequently based on general promises for the future.

Role Play #13

This is an excellent role play to use when training team leaders. When you introduce the role play, it is important that you indicate that all co-leaders will run into problems, and this is a way to address them. This role play can be particularly valuable if you have actual co-leaders participating in the program. If you do, have them do this role play together. Then talk about their own working relationship. If they are new to working together, have them develop a way to address problems when they do arise. If you have sufficient time, have several groups report on the approaches they have developed.

 

THE TEAM MEMBER

PDF

ROLE PLAY #14

B.G. HAMILTON

Project Management

You have just been appointed to head the new AVN-56 team. The compound is licensed by one of the new European firms. All the basic research has been completed, and your company’s job is to take the compound into the clinic and to file the NDA in the United States and the dossier in Europe. Senior management is excited about the compound, and it has been fast-tracked; everyone considers it top priority.

The team is just now being organized, and because of the special issues involved, there are several people whom you would like to have on this team. The real critical person is the clinical representative: You need someone with a strong clinical background who knows how to write a protocol and design case report forms, and who can also move this process along. The timelines are really tight. You cannot have someone who lacks real experience in this area and who has not worked under this kind of time pressure. This just isn’t the time to train one of their new people.

 

THE DIFFICULT MEMBER

PDF

Title:

THE DIFFICULT MEMBER

Time:

Twenty minutes

Objectives:

To practice the six-step Successful Negotiator method.

Role Play #15

To practice Issue Identification.

Trainer Notes:

This role play can stimulate a good discussion about difficult people and how to deal with them. After the role play, try to brainstorm a list of problem situations. Once a list has been developed, select several situations for discussion and review. The role play can be repeated following the discussion, providing a framework for individuals in their future dealing with difficult people and situations.

If you use this as a complete role play, you can easily set up an argument: The Difficult Individual raises very sensitive issues, and many people are having difficulty clarifying what the issues are. They do not want to offend Lee. Pay particular attention to how clearly the issues were stated.

Explore why this might or might not have happened.

References:

See the Resources section for additional books on this topic.

Industry:

 

THE BETA PROJECT

PDF

Title:

THE BETA PROJECT

Time:

Forty-five minutes

Objectives:

To practice the six-step Successful Negotiator method.

Role Play #16

To practice how to deal with a difficult situation involving members of a team and leaders.

Trainer Notes:

This is an expanded version of a role play that appeared in the first volume of our role play book, which looked only at

Issue Identification. In this version, we have added additional issues to make the role play more complex and, we hope, more interesting. We have tested this version in a number of workshops and it works well. It can be particularly useful if you have people on the same team who work at different sites.

When you debrief The Beta Project, go over the entire sixstep negotiation process. It will be helpful to discuss the group’s experiences dealing with a team whose members work at several different locations. If you are working with team leaders, talk about the unique issues presented by having to lead a geographically diverse team, and discuss how they have been addressed.

 

THE CONTRACT MANUFACTURER

PDF

ROLE PLAY #18

BETSY REDDEN

Plant Manager

You are the plant manager of a chemical manufacturing facility that has recently been updated to provide specialized manufacturing services to specialty chemical companies. Yours is one of the few plants in this part of the country that can quickly manufacture very complex compounds—compounds that would take other facilities much longer to manufacture. Management invested a great deal of money in upgrading the facility, and it is now paying dividends.

BIM Chemicals is one of the companies you hope will use your plant more frequently. BIM is a small (but growing) firm in the specialty-chemicals field. Several months ago, you began talking with BIM about manufacturing one of their new products: Alfa B. BIM’s researchers spent a considerable amount of time assessing your facility, and seem to be satisfied. Shortly thereafter, Fred Gray, one of their auditors, came by to check out the plant. During the exit interview, he pointed out what he called “several GMP (Good Manufacturing Practices) deviations.” These are problems you already know about and don’t find terribly important. Your facility might not follow the letter of the law when it comes to government regulations, but you’re very close. In fact, no other company has ever pointed them out as problems.

 

BAD NEWS

PDF

Title:

BAD NEWS

Time:

Twenty minutes

Objectives:

To practice the six-step method of effective negotiation.

Role Play #19

To learn how to deal with “bad news.”

Trainer Notes:

This is a good role play to help members focus on relationship and content issues. The supplier has clearly been a good vendor, but internal problems have arisen that will affect a potential contract. In addition to looking at the issues, pay particular attention to what people said and how they said it. Many people believe that talking directly about this problem will destroy their relationship with the other party. As a result, they tend to make promises they can’t keep.

In your discussion, explore the implications of asking or not asking for compensation. The vendors will at times decide not to ask for any compensation in order to avoid offending anyone and to maintain the relationship. This is important, since the company is prepared to make some payment, and it is particularly important if your company is the vendor.

As a follow-up discussion, it can be helpful to talk about how to maintain relationships in the face of these situations.

 

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