MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

Now is the time to contribute information and share it with all members. Discussion, contrasting ideas, counter-arguments appear.

At this stage, it is essential to ensure optimal direction and control of the meeting; it is the high point. It is important to control participation, to channel possible tensions by avoiding personal allusions, in order to focus the discussion on the planned topics.

3. Decision-making phase

It is time to move the meeting towards decision making. Remember that we have set a closing time for the meeting. Different opinions, different points of view have emerged in the group, and now they must converge on a common point. We can arrive at that common point by: - Unanimity: The solution is decided by the acceptance of all team members. - Consensus: A workable solution of mutual agreement and compromise is reached. - A third way, which is not at all advisable, would be by imposition, but should only be left for extreme situations.

Let's imagine that opinions are divergent. The coordinator has the job of ironing out differences: smoothing out differences, controlling tones of voice and attitudes:

Juan, I know the subject is sensitive and we are all a bit sensitive, but try to soften your tone of voice. I don't think your opinion is so different from Manuel's.

Focusing on substantive issues:

I think you and Manuel are basically saying the same thing. Let's make a synthesis.

Bringing positions closer together to reach a common agreement, encouraging

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