mixed material bibliography Boston Harvard Business School Publications November 2015

p. 130 - 133 Most seasoned managers know how to handle formal negotiations at work: with clients over contracts, with bosses over budgets, with employers over compensation. But what about all the opportunities for informal negotiation that arise? Do you know how to recognize and seize the chances you get to position yourself for a better role, change an untenable situation, or ensure that you’re getting credit for extra work? For 35 years the author has been studying negotiation and coaching executives; she has found that many people don’t, and the reason is understandable. It can feel more comfortable to negotiate as an agent for your organization than it does to negotiate on your own behalf. More emotions are at play; it’s often difficult to figure out exactly what you want or how to get the conversation started; and the risk of failure carries a higher cost. Sometimes advocating for oneself is seen as not being a “team player.” But leaders hurt themselves if they ignore opportunities to push for better assignments, more resources, or higher compensation. Kolb counsels focusing on four steps: recognize, prepare, initiate, and navigate. [ABSTRACT FROM AUTHOR] <br><br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 46280 2015-12-03 00:00:00 2015-12-03 00:00:00 machine generated