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The ability to communicate is not something that a person is born with. It must be practiced to be effective. Not all negotiators communicate successfully. This does not always mean that they will fail in negotiating. When they do fail it is usually because they do not understand how to negotiate in a crisis. Effective communication is more than just initiating a conversation. It involves three principles. The ability to understand Has to achieve a desired effect. It involves a degree of trust between the communicator and the receiver. There are seven components in the communication process The source of communication The message The way it is conveyed The reciever Noise Feedback on the communication Context There are five barriers to effective communication. Language Polarization Simplistic generalization Static evaluation Fact-interference confusion The negotiator attempts to communicate in a highly emotional situation. The most difficult task for a negotiator to control is his attitude. The attitude may be necessary in patrol work but are dysfunctional to a negotiator. The negotiator has to be non-threatening, reassuring, and facilitate ventilation and validation. Before negotiating the negotiator must ask himself several questions: Can I accept what the person has done? Can I show the person that I care even though I do not agree with them? Can I wait and listen long enough to help the person calm down? There are eleven dispute resolution skills: Listening actively Identifying the key issues Articulating the issues Make the dispute manageable Avoiding favoritism Identifying area of agreement Using I rather than you Being aware of body language signals Avoiding stereotypes Not making statements that back people into corners Recognizing that people are emotional and allowing them to vent Verbal tactics Display a concerned, caring, and interested attitude Assume the role of a reasonable problem solver. Buddy-fellow traveler Columbo Compassionate but competent There are thirteen techniques of suggestion: Binds Double binds Covering a class of response Encourage a new frame of reference Future projection Embedded questions Embedded statements Implied directive Induced imagery Interpersonal focusing Not knowing, not doing Open ended suggestions Truism Learned skill There are several barriers Active listening types: Paraphrasing Reflecting feelings Reflecting meaning Summative reflections Minimal encouragement Open-ended questions I-message Effective pauses