Meetings Football incorporates the two worst elements of American - PowerPoint PPT Presentation

Meetings Football incorporates the two worst elements of American Meetings & Negotiation society: violence punctuated by committee meetings. George Will slides by Gary W. Oehlert, rev. S. Weisberg Well, George Will is a baseball fan. School of Statistics But meetings are important, and we need to know how to organize, run, University of Minnesota and participate in meetings. April 15, 2009 Meetings can be one on one, or large groups. More info: Ch. 4 of Derr (2000). STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 1 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 2 / 24 What kinds of meetings? Dimensions of meetings Meet new client, discuss problem, deadlines, budget. Phasing Conventions about timing and duration of stages of a Meet with client to ask questions or discuss results. meeting. For example, how much small talk to break the ice? Meet as a committee to plan a large study. Sequencing Path through the topics. Do you finish one topic before going on to the next, or discuss several topics before finalizing one? Meet as part of a business group to develop a new product. Specificity General to specific, or specific to general? Meet manufacturer on site to discuss quality issues. Objectivity Communication through precise language or through context Meet as a review committee on proposals or new drugs. and inference? Participate in a conference call to check on compliance and problems in a clinical trial. Again, unhappiness may result when participants differ in style and insist on their style. Meeting leader, if any, is responsible for resolving difficulties. ... STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 3 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 4 / 24

Sequencing & the agenda: Why meet? Negotiation 1 Formal meeting vs informal meeting You can’t get what you don’t ask for. 2 Formal agenda or informal one 3 Large meetings or small ones The client and the consultant have an exchange: 4 Leader or leaderless The client gets something (statistical analysis?) 5 Time constraints The consultant gets something (money?) 6 Who determines the agenda? Negotiation establishes the exchange, and we want a win-win scenario. 7 Democracy We will be following Ch. 6 of Derr (2000). Let’s start with Video 5. 8 Rules STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 5 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 6 / 24 Dr. Derr Negotiates Exchange What might we exchange? What did Dr. Derr negotiate? For an hourly fee, you analyze data and write a report. Not many conclusions, but issues and boundaries were raised. You design and analyze a clinical trial and get salary support, Roles co-authorship, and permission to present papers at conferences. Communication For a brief telephone consultation, you get thanks and the chance of Cost future collaboration. Confidentiality and ownership For working overtime and speeding an analysis, your boss gives you Time constraints two extra days off. STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 7 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 8 / 24

You must negotiate Negotiate what? What is your role? What are the roles of others? Consulting is an exchange, and participants will be unhappy if they don’t How will you communicate? like the terms. What are the deliverables? You want a win-win scenario: both parties feel that they have received fair What are the deadlines? value. How will you be compensated? What are acceptable statistical practices? You must negotiate the terms so that they are clear and acceptable to all. Who has ownership rights? What are security and confidentiality considerations? When are you finished? STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 9 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 10 / 24 Oops. Oops, I did it again A physician at a medical center needs some analysis, and you’re a You work in an academic consulting unit. statistician. A professor’s experiment goes bad for no fault of his own; it cannot be You meet with a “go-between”. repeated. Go-between doesn’t really know what the doctor wants, and you have to You are asked to do some analysis to salvage the project. guess. You write the analysis section of the manuscript. You wind up doing lots of unnecessary analysis, and may still not have You hoped to be a co-author, but just wind up with hourly billing. answer the doctor’s questions. You wind up billing only half the time you spent. What didn’t you negotiate? What didn’t you negotiate? STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 11 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 12 / 24

Not another one! Negotiating styles You are an independent consultant. You get a contract with the state to develop a forecasting method and implement it in software. Contract has a deadline and fixed price. High context adapts negotiating tactics to surrounding environment, Contract states that you may publish with permission of state. including problem context, nonverbal cues. But ... Low context negotiates without as much regard for the context (e.g., State requires out of date computing language. from a rate sheet). Coding and debugging take much longer than expected. State refuses to give permission to publish. You work with them a few more times but eventually stop out of frustration. What didn’t you negotiate? STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 13 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 14 / 24 Negotiating styles Your style Low context High context 1. Start negotiating immediately. 1. Establish personal relationship first. Most people are a mix of negotiating styles. What are you? 2. Obtains meaning from discus- 2. Draws from surroundings, non- Client and consultant both low context — good match provided they sion. verbal cues, hinted nuances. don’t kill each other. 3. Will haggle over most issues, 3. Avoids haggling; states posi- including important ones. tion and keeps to it. Client and consultant both high context — good match provided you 4. Speaks frankly and directly. 4. Uses indirect communication; eventually get beyond indirect communication and make things concrete. avoids offending or embarrassing others. 5. Will innovate; not tied to con- 5. Follows conventions. ventions. STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 15 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 16 / 24

More style Positions Client high context and consultant low context — a challenge. It’s difficult OK, you know what needs to be settled, and you’ve figured out how to to get the clarity you want and you may appear argumentative or talk to the client. intimidating. Explain to client that you like to communicate directly, What positions do you and the client have? you’re not trying to be offensive. Work to make sure that you understand the client; paraphrase and/or summarize in writing. Be careful of your What do you need? body language. What do they need? How flexible are the positions? Client low context and consulting high context — a real challenge. Client Dr. Derr had to be involved in questionnaire design. Mr. Johnson had to will not pick up on your indirect signals. Try not to get offended. Try to maintain confidentiality. Some other items were negotiable. be more direct within your comfort level. STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 17 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 18 / 24 May not be negotiable if ... Fair exchange Consultants and clients exchange The more people and levels of bureaucracy involved, the more difficult it is Tangible benefits: fees, salary support, authorship, reports, analyses, to negotiate and modify positions. (I’ll have to ask my boss.) designs, etc. Intangible benefits: good will, opportunities to learn, promise of benefit in The more people feel bound by convention, the harder it is to negotiate. the future. (We’ve always done it that way.) Win-win situation if all parties believe the sum of exchanges of benefits is The more a position is defined by belief or principle, the harder it is to fair. But ... negotiate. (I won’t use an inappropriate method even if it does provide significance.) Everybody values things differently, and how do you trade tangible things for intangible things? STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 19 / 24 STAT8801 (Univ. of Minnesota) Meetings & Negotiation April 15, 2009 20 / 24