This time we bring you thoughts from Carrie Donovanan instruction librarian at Indiana University Bloomington. With the growth of instructional initiatives and influence across libraries of all kinds, however, expectations for librarians to develop teaching expertise have heightened. Librarians who teach now find themselves faced with the demand to connect with students, to make libraries and information literacy knowledge meaningful, and to create learning opportunities that are memorable and long-lasting. Such a shift in expectations calls for teacher behavior that is purposeful, mindful, and rooted in the self.
This section examines how to engage stakeholders in analysing conflict and assessing the options for managing it successfully. Mediated processes that engage the conflict stakeholders will encourage: The mediators' role is to guide the different stakeholders in self-reflection and self-discovery.
This process has started in the participatory conflict analysis. It continues by making conflict stakeholders aware of their long-term interests, the gains they get from a negotiated solution, and what the alternatives to a negotiated solution may be.
Mediators need to support conflict stakeholders in identifying and focusing on underlying interests rather than fixed positions. Identifying the widest range of needs and how negotiations can meet these is often a powerful incentive for engagement.
Broadening stakeholder engagement involves two steps: Milestone B is achieved when the different conflict parties stakeholders have each clarified their own interests, explored strategies for managing the conflict and expressed their willingness to negotiate with the other parties to achieve agreement.
Initial stakeholder analysis often results in a long list of stakeholders who are to some degree affected or influenced by the outcome of a conflict. Deciding on the final list of stakeholders can take time. Sometimes practical constraints mean that the list has to be cut to include only essential stakeholders.
In other situations, a wider involvement is necessary in order to obtain enough information on and understanding of the causes and perceptions of the conflict. In the end, it is important to be clear about who agreed the list of stakeholders, when, and for what reasons it was kept short or long.
The list of individuals and groups who are regarded as stakeholders should be reviewed frequently.
There are always challenges in deciding the appropriate balance and selection of stakeholders. A main area for discussion and likely argument is selection of the key or primary stakeholders.
To a large degree, the criteria for this selection depend on the goals and desired outcomes of the conflict management process: Primary stakeholders are those who are most affected or influential. Secondary stakeholders are those who are more indirectly or less affected by the outcome of the conflict.
For example, the conflict does not affect their basic livelihoods, but they may influence or be influenced by the conflict management process. When deciding whether a particular group is a primary or a secondary stakeholder, it is usually necessary to consider the alternative options that would be available to that group if its interests in the outcome are not met.
In order to obtain collaboration and effective management, groups with a great deal of power and authority to influence the outcome must be included as primary stakeholders. Without their involvement, such stakeholders are unlikely to accept solutions or support implementation.
Secondary stakeholders may have important functions in the process of stakeholder engagement Box 6. Secondary stakeholders can be effectively involved without including them directly in formal negotiations.
For example, they can take part in focus group meetings, advisory or working groups, surveys or interviews, and community meetings.Law is a system of rules that are created and enforced through social or governmental institutions to regulate behavior.
Law is a system that regulates and ensures that individuals or a community adhere to the will of the state. State-enforced laws can be made by a collective legislature or by a single legislator, resulting in statutes, by the .
Self-Reflection on Negotiation and Application to Daily and Professional Life Negotiation is an important activity in our lives. Knowingly and unknowingly, we negotiate almost every day with our friends, colleagues, family members and sometimes, even with ourselves.
High Performance Collaboration: Leadership, Teamwork, and Negotiation from Northwestern University. Are leaders born or made? Learn the essential skills to develop and expand your leadership repertoire, design teams for collaboration, and craft. This publication is about how to help people to deal with conflicts that are undermining or disrupting natural resource management, impeding development, and causing outbreaks of violence.
It looks at how negotiation and consensus building can be used to manage conflict and build collaboration, and provides practical, step-by-step guidance . This publication is about how to help people to deal with conflicts that are undermining or disrupting natural resource management, impeding development, and causing outbreaks of violence.
It looks at how negotiation and consensus building can be used to manage conflict and build collaboration, and provides practical, step-by-step guidance on how to establish and manage a process of consensual.
Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute. In any disagreement, individuals understandably aim to achieve the best possible outcome for .