A win-win approach to handling disagreement is a critical skill for today's participative manager. Limited resources and critical work loads require commitment from every employee. This kind of commitment is obtained only through valuing the ideas, requests, and reasoning of employees.
Rather than directing others to perform based on his or her own viewpoint, the participative manager or team leader seeks to understand the viewpoint or needs of others. Reaching agreement is a process by which two people openly exchange information on what is important to each person (opinions, wants, needs, feelings) on a particular issue and work out the differences in order to reach a mutually acceptable outcome. Alternatives are explored and evaluated on the basis of importance and practicality rather than past practice, one's personal convenience, or any preconceived ideas.

Course Overview

Participants first become aware of the benefits of using the skill, then learn when to use the skill and how to use the skill. Reaching agreement consists of five skill steps which guide the participant in generating, exploring, and evaluating alternatives, with emphasis on listening to the other person's responses. Three fundamental communication skills (active listening, I-statements, and acknowledging alternatives) provide specific how-to's which keep the communication open until a decision is reached.

Participants see the skill modeled on the video in several situations. Participants apply the skill first in an exercise requiring recognition of the difference between effective and ineffective skill steps in a situation involving disagreement. They then apply the skill to their own situation through skill practice or role play.

The skill steps of reaching agreement change not only the behaviors but also the attitudes of those who begin to use the skill. The practice of listening for what's important to another person and working toward mutually acceptable solutions makes managers more flexible and open to new ideas.