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Published byDana Walters Modified over 9 years ago
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Meetings Communication center of any organization –Decision making body Best prepared Readily accepted In-house –Not negotiation –Be prepared to contribute ideas With outside (selling or negotiating) –An appearance of unity –Careful preparation
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Handling yourself Find out who called the meeting Find out the reason for the meeting Understand the subject Establish your own position on the subject Dress conservatively, speak objectively & confidently Be on time
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Meeting Management Skills (Yours) Self-control Social poise Awareness of people, time, & place Tactfulness Analytical Persuasive Enthusiastic Honest/Direct Flexible Decisive What are your strengths & weaknesses?
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In house Decision Making Meetings Popular –“two heads (or more) are better than one” –Group buy-in increased commitment –Sharing responsibility But not always effective –The collective thinking problem: Barriers to free expression of thought –embarrassment or fear of reprisal –social ties hold back views or lack of careful evaluation of proposals
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Preventing Collective Thinking Encourage diverse input Legitimize disagreement and skepticism –It’s ok to rock the boat –Silence interpreted as consent Idea generation vs idea evaluation –Early evaluation inhibits expression & restricts thinking and for each solution
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Negotiations A Series of Compromises Bargaining –If money or risk is involved: meeting becomes a negotiation The Process: –Presentation of each party’s position incomplete or complete disclosure –Analysis & evaluation of the other’s position –Adjustment of one’s own position (as is reasonable)
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Negotiation Principles Obliged to obtain the best deal Best strategy –be reasonable, objective, use common sense –“leave something on the table”/”don’t push them into a corner” –Directed at major issues Its adversarial –reputation for honesty is useful Know the rules of the game –Gamesmanship
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Negotiating Tips Determine the real objectives of the other party Don’t let personality frustrate progress Be prepared –Know the consequences if negotiations fail –To make reasonable concessions –To turn a disadvantage into an advantage
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Negotiating Tips Keep a daily written record –Continually verify information Never walk out, unless want to end Quit when you are ahead Balance the interests of everyone to create a win-win situation
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Managing Risks in Construction Risks exist whenever the future is unknown –Constantly striving to improve estimates & information Minimizing, covering, and sharing risks –Risk allocation a bargaining consideration –Exculpatory clauses Shifting risk from one to another
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Contractors: Risk management is their business Engineers: Risk aversion seems to be their business
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Typical Engineering Risks Financial failure –The resources of all parties to a contract Management incompetence –Ongoing challenge: assigning personnel according to their respective competence Delays in work Errors & Omissions Conflicts in documents Defective Design Shop Drawings
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