Post on 12-Jul-2015
Negosystem
Managing Negotiation in Complex Environment
™
Moty Cristal, LLB, MPA
Negosystem, NMC 2014
Negosystem, NMC 2014
Leader
Negosystem, NMC 2014
Negosystem, NMC 2014
Negosystem, NMC 2014
Negosystem, NMC 2014
System Thinking
Systems Thinking has been defined as an approach to problem solving which views "problems" as parts of an overall system, rather than “solving” specific “problems”, outcomes or events, that eventually will contribute to further development of unintended consequences.
Negosystem, NMC 2014
A group of interrelated elements that exhibit non linear relations. The more elements and interrelationships the higher the level of complexity in the system.
Negosystem, NMC 2014
Complex System
Analytical Thinking System Thinking
Take apart elements
Analyze each element
Re-assemble
Observe the whole
Understand purpose
Investigate its interconnectedness
Negosystem, NMC 2014
The Challenge of Thinking Systemically
We (West..) are used to linear thinking
o Cause – Effect;
o Problem - Solution;
o Bottom lines;
It’s hard to think through multiple prisms
We seek the “model” that solves/answers all
Negosystem, NMC 2014
System Thinking
So?
Negosystem, NMC 2014
An Applied Model for Complex Negotiations
Negotiation Patterns
Off-table Developments Concepts
t
Negosystem ™
Negosystem, NMC 2014
A B B
C
D
Negosystem ™
Agents
Negosystem, NMC 2014
Negotiation Patterns
Negosystem ™
Negosystem, NMC 2014
Concepts
Values
Legitimacy Fairness
Justice
Culture
Norms
Social Scripts
Negosystem ™
Negosystem, NMC 2014
Negosystem ™
Off-table Developments
Negosystem, NMC 2014
Alternatives
Alliances
Business
Developments
Legal
Developments
Technological
Developments
Military Actions
Media
Effects
Negosystem, NMC 2014
An Applied Model for Complex Negotiations
Negotiation Patterns
Off-table Developments Concepts
t
Negosystem ™
Negosystem, NMC 2014
Negosystem, NMC 2014
Volatile
The Course of the Negosystem
Negosystem ™
Negosystem, NMC 2014
Right negotiation patterns, led to a stable agreement, that shapes realities on the ground. Previous concepts modified.
Wrong negotiation patterns, led to a total failure, which forces the A/B levels to resort to alternatives. Concepts shed.
The Course of the Negosystem
Negosystem ™
Negosystem, NMC 2014
Applying Negosystem
1. Relax..!
2. Zoom Out
3. Seek to influence, rather than control
4. Focus on changing the dynamic, rather than the “controlling the situation”
5. Embrace, and lever, the changes
™
Negosystem, NMC 2014
Personal
Structure
Process
Timing
Implementation
Five Levels of Process Management
Negosystem, NMC 2014
Negosystem
Negosystem, NMC 2014
Negosystem ™
Moty Cristal
For comments and feedbacks please contact:
cristalm@nest-consulting.net