June 25th, 2018
Two blue images of people icons with a larger one to the left and a partially embedded smaller one on the right.

In general, when someone comes with a question the typical response is to respond with an answer or what we believe to be a solution. This sets up a supply process for answers, but is this what is really needed? If we want collaboration, because that increases team work, reduces resources, reduces toil, reduces stress and increases productivity and therefore profit, there are three things to consider.

April 9th, 2018
Two geese with one acting in an aggressive posture

From the time we started school we were taught to work hard, study hard, do our best and we will get ahead. Then when the best technician becomes a manager all of that has to be turned on its head. Why?

April 2nd, 2018
Five fits with participants from various backgrounds coming together with a fist bump as a team

We are all oriented to either minimizing pain or maximizing reward. This is what plays out related to conflict resolution versus collaboration. This article addresses the benefits of collaboration in the workplace and how you can create a more collaborative environment. Pioneering companies get it.

March 19th, 2018
Clear water with fish just below the surface

In a negotiation a common question is what types of information can be revealed and if so how much of that information should be revealed in a negotiation? Many factors enter into this question. This article explores three of the most common elements.

February 26th, 2018

In a negotiation one of the keys to a successful negotiation is managing your counterpart’s expectations.  We would all like to have a win – win negotiation, but part of that is managing your counterpart’s expectations.   In the end what were their expectations of the outcome?  What happens when they shared their results with others?  How was the overall experience with you and the negotiation?  This article will discuss each of these items. Perceptions matter, not just the results.

February 5th, 2018

Do you know the saying “Prior Planning Prevents Poor Performance”? The same holds true for negotiations. Some plan to come to a meeting and hear what the other side has to say reacting to the offer of the other side. What happens if you run through “what if” scenarios? Do you know your holes in your approach?

January 22nd, 2018

This article addresses how to turn a crises into a collaboration. We can learn from hostage negotiators and their success rate is phenomenal. So what can you do to help yourself when you feel like you are in a crises with someone else?

January 15th, 2018

From the book Peaceful Resolutions a summary of one of the steps to resolving conflict is a free six sided pocket guide (that fits in your pocket).  One of the six sides of the tri-fold pocket guide offers Ten Steps for an Interest-Based Resolution.  This 10 step summary process is elaborated on in this text. 

January 8th, 2018

In a negotiation each party enters into the negotiation with a position and series of interests. How we explore those interests goes a long way towards reaching a mutually acceptable alternative with the other party. Asking key questions appropriately makes a real difference in the outcome.

January 2nd, 2018

As we start a new year, it pays to reflect on how we make a difference in our vocation and what we may want to do differently with the start of this new year.  This article explains how.

December 26th, 2017

As someone who concentrates on resolving conflict, negotiating winning solutions and inspiring leaders I want to offer you some relatively simple tips to help make the start of the new year better for you related to potential conflicts with customers and staff. You are not alone. Consider this commentary and reach out to mentors to explore how these or similar ideas may work best for you in your situation.

December 11th, 2017

This article summarizes lessons learned from interviews from 30 executives on lessons learned from positive and negative encounters.  We all can learn from these.