Linking critical thinking and negotiation boosts contributions from project stakeholders, reduces conflict, and creates significant long-term value for stakeholders.
‘It takes courage for leaders to invite and listen to objections that might be valuable,’ says John Glenn. ‘They probe, critically appraise viewpoints and look for supporting data.’ Traditional approaches do the opposite. For example, a department manager develops a business case for a project and distributes it internally for comment. The paper defends the manager and their position, who then fights to reject arguments against it. ‘This approach is a demand for conflict, not contribution,’ says Glenn. ‘Inevitably, this flows into the tender process and project negotiation.
The department and supplier each try to defend their position, and the negotiation is about who loses the least.
Read the full article published in Forge magazine here.