PIOC Analysis Overview and Communication Strategies

PIOC Analysis Overview and Communication Strategies

PIOC Analysis Overview

Separating People from Problems

The chief human resource officer’s opening remarks should focus on separating people from problems. The chief human resource officer (CHRO) will begin the meeting by emphasizing that the conflict represents challenges and opportunities rather than being a source of personal conflicts. Once the CHRO separates people and problems, disputants will focus on shared goals, collaboration, and mutual understanding (Opresnik, 2016). Creating an open communication atmosphere fosters active listening and empathy.

Negotiating Positions

As discussed earlier, Alice’s best ZOPA position is to negotiate for a severance package that will caution her as she finds an alternative and comparable position. In this case, Alice may negotiate for a one-year severance package. Within this time, she will try and find another job and move to a new location. If the CHRO disapproves of Alice’s ZOPA, then her BATNA will be to take legal action against the company. It is crucial to approach negotiations with ZOPA and BATNA to ensure the outcome does not compromise a disputant’s interests. The approach allows the parties to negotiate while paying attention to the other disputant’s interests. On the other hand, Sharon’s ZOPA position is to convince Alice to leave the company per the company’s severance terms. If Alice turns down the company’s offer, Sharon may negotiate with Alice about the possibility of enhancing the severance package to suit the employee’s demands.

Addressing the Parties’ Integrative Interests

Based on the negotiation questions in Module Five, one of the options that may address the parties’ integrative needs is to settle for non-financial perks. For instance, offering Alice positive references or allowing her access to certain company resources post-termination helps both parties. The arrangement will allow the company to release Alice while addressing the challenges that come post-termination. Another possible option is to negotiate for a flexible transition period. Within this period, Alice will facilitate the transfer of information to the next holder position holder while providing her with the resources she needs to move to the next job. An integrative negotiation approach is effective when disputants have an existing relationship, and the rivalry level is low (Alfredson & Cungu, 2008).

Criteria for Measuring Distributive Elements

One of the criteria that may be used to measure distributive elements of the negotiation is to consider the role and responsibilities of the employee. For instance, a senior and older employee should access a higher severance package. Also, the employee’s performance history will determine how the distributive elements of the negotiation will be shared. If the employee has a history of excellent performance, then they may negotiate for a better severance package based on their positive contribution to the company.

Communication Strategies

Overt Communication Examples

Overt communication in the context of a severance negotiation involves expressing needs, thoughts, and expectations clearly. The CHRO should align her arguments with market research. If, for instance, the CHRO feels that Alice is demanding too much as a severance package, she may use comparable figures from a relevant industry to show her that her demands are overboard. The figures should be backed by verifiable research sources. Backing explicit communication with evidence will ensure the other disputant does not feel infuriated (Alfredson & Cungu, 2008). On her part, Alice should emphasize her positive contribution to the company as a basis for getting a higher severance package. Insisting on better terms based on one’s positive contribution alleviates a sense of rudeness while negotiating.

Importance of Tacit Communication

One of the tacit communication strategies to apply in the severance negotiation is to pause after making an offer. For instance, while proposing a severance package that she deems appropriate, Alice should not try to justify her position. Silence puts pressure on the other disputant to respond positively (TED, 2012). Another tacit communication strategy that may bolster the negotiation process is to express empathy. For instance, Alice may exclaim that she understands why the company has to release her. Empathy creates a collaborative atmosphere that is likely to encourage compromise (Opresnik, 2016). Tacit communication complements overt communication in helping both parties come to agreeable terms.

Benefits and Risks of Overt and Tacit Communication

Overt Communication

The benefits of using overt communication in a severance negotiation include clarity, transparency, and efficiency. Both parties get to express their needs and expectations about the negotiation outcome freely. Also, overt communication strategies create a sense of mutual trust since disputants know the other party means whatever they are saying. On the flip side, risks of using overt communication in a negotiation include the creation of a confrontational atmosphere that may hinder communication. The strategy is also likely to trigger emotional responses that may hinder the disputants from collaborating toward resolving the conflict.

Tacit Communication

On the other hand, the benefits of tacit communication include allowing disputants to build or preserve positive relationships while negotiating. Also, the strategy is flexible, allowing parties to read between the lines and adjust accordingly based on the other party’s body language (TED, 2012). However, tacit communication has its downsides, including ambiguity, lack of legal clarity, and lack of equal understanding among the disputants. Given how sensitive a severance negotiation is to legal requirements, overt communication is best suited for the situation.

References

Alfredson, T., & Cungu, A. (2008). Negotiation theory and practice a review of the literature. https://www.fao.org/3/bq863e/bq863e.pdf

TED. (2012, October 1). Your body language may shape who you are | Amy Cuddy. [Video].YouTube. https://www.youtube.com/watch?v=Ks-_Mh1QhMc

Opresnik, M. O. (2016). Hidden rules of successful negotiation and communication. Springer International Pu.

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Prompt: Submit Milestone Two, which is the second of two milestones for the final project in this course. For this milestone, you will complete Section III: People, Interests, Options, Criteria (PIOC) Analysis Overview and Section IV: Communication Strategies of the final project.

PIOC Analysis Overview and Communication Strategies

Milestone Two should incorporate your work from:

Module Four Small Group Discussion: Five Communication Strategy Recommendations
Module Four Discussion: ZOPA and BATNA for Alice Jones
Module Five Discussion: Proxemics
Module Five Assignment: Questions for the Negotiating Session
In your submission, you should recommend options that address both parties’ distributive and integrative interests, using both overt and tacit communication prompts that could be used in the negotiation meeting by Sharon Slade.

Consider blind spots that Sharon Slade may have (but may not be aware of) and that Alice Jones may know. You will want to refer to our readings on the Johari window that address this issue. Be sure to address these potential blind spots when formulating the negotiating positions that you will recommend to Sharon Slade. Doing this will increase the likelihood of reaching an integrative, win-win negotiation outcome.

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