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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/negotiation-skills-conflict
课程评论：没有评论
课程名称：谈判技巧：谈判与解决冲突 课程概述：现代组织面临越来越高的不确定性、复杂性和多样性。在当今全球化的工作环境中，如何管理持续影响组织决策的权力和政治？了解组织政治并具备谈判与解决冲突的能力是各级经理的重要技能。本课程将帮助您提升谈判和冲突解决技能，使您能够在组织中发挥积极影响。通过结构化的学习活动（视频讲座、测验、讨论提示和书面评估），您将学习到如何概念化和衡量权力与政治，分析与发展影响利益相关者的策略，以及在“玩政治”时如何以诚信和目的行事。 课程大纲： 1. **解决新工作的冲突与谈判协议**：本周您将探讨谈判与冲突解决的核心概念，学习识别谈判机会，并分析和规划介入策略，为互动做好准备。 2. **冲突的理论与解决的路径**：本周考察导致谈判破裂的原因以及冲突升级的现象，探讨为何冲突在健康组织和社会中是不可避免且必要的特征。 3. **建立与使用技能：从“知到行”**：通过自我评估工具，增强自我意识，识别自身体现在冲突中的风格及其对人际效果的影响。 4. **三种谈判：内容、过程与关系**：本周学习如何识别谈判中的三个层面，以及在谈判中构建信任并提升与对方关系的方法。 5. **当上下文重要时：跨文化谈判**：分析如何在文化差异中调整谈判策略，关注文化价值如何影响沟通与谈判预期。 6. **应对复杂性：从多方谈判到冲突转化**：学习如何处理复杂谈判情况及其特征，包括参与方的数量、相关问题的复杂性，以及如何透过3D谈判法重构和转化复杂冲突。 本课程旨在帮助学员在组织中更有效地处理谈判与冲突，提升领导技能，支持建设可持续的组织文化和健康的社区环境。
Name:Resolving conflicts and negotiating agreements in the new world of work
Description:Negotiation and conflict resolution have long been considered important skills for managers. Now, as the future of work comes into focus, a mastery of negotiation and conflict resolution. along with superior interpersonal skills, cultural competencies and emotional intelligence, are seen by many as essential. These relating skills define resilient leaders, support sustainable organisations and are a distinctive feature of healthy and inclusive communities. This week you will explore concepts central to the fields of negotiation and conflict resolution. You will learn to recognise negotiation opportunities when they arise, how to differentiate between negotiation and conflict resolution situations and how to analyse and plan an intervention so you are well prepared before you begin to interact with a counterpart or with others locked into conflict.
Name:Theories of conflict, pathways to resolution
Description:What causes negotiation breakdowns and escalations of conflict? Are disagreements, difficult conversations and such problems at work something to be avoided? Or, is human conflict an inevitable and indeed necessary feature of healthy organisations and societies? This week we examine some of the core principles used to address social conflict across a range of different contexts; from interpersonal situations through to workplace conflict and also conflict in and between communities. You will learn some of the common reasons why deadlocks and other difficulties emerge and why negotiations sometimes stall and even ‘break-down’.
Name:Building and using a skillset: Moving from ‘knowing to doing’
Description:The renowned 20th century psychologist Erik Erikson once said that ‘the more you know yourself, the more patience you have for what you see in others’. Eriksen’s words ring true for negotiators; it is crucial that negotiators come to know their own “hot buttons” and to be self-aware - of values, biases, beliefs and the effect of certain behaviours. This week you will be introduced to several methods of self-assessment to help you gain that self-awareness. One of these tools will help you identify what is called your ‘conflict style’. By completing a self-assessment students will become aware of, and then consider the likely implications of, their preferred conflict styles on their interpersonal effectiveness. To add context and aid discussion you will review several organisational cases that highlight how a lack of self-awareness can lead to unresolved organisational conflicts and can have serious consequences on both individuals and on organisations.
Name:The three negotiations: Content, process, and relationship
Description:Within every situation labelled “a negotiation” there will often exist a number of ‘subordinate’ negotiations that must be successfully navigated to achieve a successful outcome. In addition to the stated negotiation agenda - the topic at the centre of the discussion - we can identify two other negotiations. Firstly, there is a negotiation that takes place around the parties’ current or future relationship, and secondly, there is a negotiation that takes place around the process that will be followed. While these subordinate negotiations are clearly very important, they are often largely ignored when negotiators are planning. In this week’s session you will learn about what are called “the three negotiations” - content, process and relationship. You will learn how to identify process problems in negotiation and how to bring a stalled negotiation back on track. You will learn how to build trust in negotiation and how to preserve or enhance your relationship with your negotiation counterparts without compromising your own interests.
Name:When context matters: negotiating across a cultural divide
Description:How should negotiators adjust their approach when working across a cultural divide? We address the critical question of culture this week and look at a number of key issues faced by negotiators when working across cultures. You will learn how cultural values manifest as different expectations and in communication differences in negotiation. You will learn about how to read a room for subtle messages. You will also learn about the concept of ‘saving face’ in negotiation and its importance especially in Asian countries and how to adjust your style to account for cultural differences and ambiguous situations.
Name:Coping with complexity: From multi-party negotiation to conflict transformation
Description:How do we cope with complexity in negotiation and conflict resolution? What makes certain situations more complex and more difficult to resolve than others? To answer these questions we consider the following issues: the length of time involved, the number of issues under review, the number of parties involved and how ‘invested’ they are in a particular outcome. This week you will learn what makes certain situations more complex and how to deal with this complexity. We study the role of sequencing in negotiation (breaking a large negotiation down into a series or sequence of smaller negotiations) and you will also learn about an approach called 3D negotiation in which a holistic negotiation strategy is emphasized where what happens away from the table (changing the context) is seen as a crucial variables influencing the final outcome. This week you will also study how complex conflicts can be redefined, reframed and ultimately transformed an exciting new direction in the field of conflict resolution.
Modern organisations are characterised by increasingly higher levels of uncertainty, complexity and diversity. In our current globalised work environment, how can you manage the power and politics that persistently influence organisational decision-making? Being savvy about organisational politics and having the nous to negotiate and resolve conflict is a critical capability for managers at all levels. This course will develop your negotiation and conflict resolution skills – crucial to becoming a positive influence in your organisation. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessments) you will conceptualise and measure power and politics; analyse and develop strategies for influencing stakeholders; and learn how to act with integrity and purpose when ‘playing politics’.
