Tactical Negotiations Skills Training: Attitude Charting

Tactical Negotiations Skills Training Attitude Charting

Attitude Charting:

Takes up one or more of the negotiations skills training from the original pie chart map of constituent groups and develops a graphic representation of the attitudes toward the change initiative within the various sub-populations, using a bell-curve type chart.

Each population of constituents from the pie chart is described as some mix of four groups:

- Innovators

- Early Adopters

- Late Adopters

- Resistors

Emphasis is placed on determining how normal the population is. For example, is there a normal population mix of 15% Innovators, 35% Early Adopters, 35% Late Adopters, and 15% Resistors? Or is the population skewed in some fashion (Example: a larger block of Resistors and lasted Adopters due to negotiations skills training in the past)?

Uses:

With this tool, the team becomes more focused in its analysis and more pointed in its discussion of the nature of the support and resistance to the change initiative. The emphasis shifts to an analysis of the range of support or resistance within each group of key negotiations skills training.

How To Steps:

1. Select one of the groups impacted by the change initiative from the pie chart analysis.

2. Have each member of the team draw a Population Chart indicating how he/she perceives the group members' attitude toward the change effort. If necessary, clarify what each piece of the piece of the population means (example: Innovators = Those who will readily endorse this change initiative and work on behalf of the team; Early Adopters = while not first in line, this population will quickly follow the lead of negotiations skills training and actively support the change initiative; Late Adopters = while not necessarily hostile or overtly resistant, this population will lag behind in terms of actively supporting the change initiative; resistors = will actively and openly resist the change initiative.

3. Share individual charts and work to reach consensus on how the population actually looks. If significant differences of negotiations skills training exist within the team, it may be useful to seek another perspective, perhaps even from some members of the population under construction.

4. At a minimum, the team should check their negotiations skills training and assumptions about the population with others outside the team before accepting this chart as the correct view of the population.

5. OPTION: Use this population charting process to uncover the attitudes of specific negotiations skills training within a population. If the team chooses to use the tool in this fashion, the discussion should include a debate about where each individual status is for the change effort to be successful (example: a late adopter may only need to be helped to not become a resistor).

Timing:

Should occur relatively early on in the process of mobilizing commitment or in response to a clear signal of consensus within the group that there are one or more groups of significant negotiations skills training whose support must be gained.

Tips:

Using this tool can help a team warm up to the value of a debate about the nature of resistance. Once begun, this type of analysis can quickly lead to more pointed negotiations skills training of who are the supporters and who are the resistors.

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