Getting To Yes! William Ury - Part 1
Summary
TLDRIn the video workshop 'Getting to Yes,' negotiation experts Roger Fisher, William Ury, and Bruce Patton introduce strategies to transform confrontational negotiations into collaborative problem-solving. They emphasize the importance of understanding underlying interests over fixed positions, using the radio station negotiation as a case study. The workshop illustrates how to prepare effectively, invent options, and explore mutual gains, aiming to elevate negotiators to an 'Olympic' level of skill.
Takeaways
- 😀 Negotiation is a skill that can be improved with practice, much like an athlete's performance with coaching.
- 🤝 The traditional view of negotiation as adversarial can be shifted to a collaborative problem-solving approach, focusing on mutual interests.
- 🏆 The goal of negotiation should be to reach an agreement that satisfies both parties' underlying interests, not just to assert one's position.
- 🧘♂️ Effective negotiation requires the ability to see the situation from the other party's perspective, understanding their motivations and concerns.
- 🔍 It's crucial to look beyond stated positions to uncover the real interests behind them, which can lead to creative solutions that meet both parties' needs.
- 🛠️ Preparation is key in negotiation; the quality of preparation can determine the success or failure of the negotiation before it even begins.
- 💡 Generating a wide range of options is essential in negotiation; this helps to explore various ways to meet the underlying interests of both parties.
- 🔑 Understanding the distinction between positions and interests is vital; positions are demands, while interests are the motivations behind those demands.
- 🤔 Asking 'why' is a powerful tool in negotiation; it helps to delve deeper into the reasons behind a party's stated position and uncover their true interests.
- 🤝 The process of negotiation should involve joint problem-solving with a focus on finding an agreement that both parties can accept and that doesn't leave potential joint gains on the table.
- 🌟 The video emphasizes the importance of continuous learning and improvement in negotiation skills, drawing parallels to professional athletes who always seek to enhance their performance.
Q & A
What is the main theme of the video workshop 'Getting to Yes'?
-The main theme of the video workshop 'Getting to Yes' is to teach negotiation skills by transforming adversarial confrontations into collaborative problem-solving.
Why do the presenters compare negotiation skills to those of an athlete?
-The presenters compare negotiation skills to those of an athlete to emphasize that, just like natural athletic ability, negotiation skills can be significantly improved with coaching and continuous learning.
What is the difference between a negotiator's position and their interests according to the script?
-A negotiator's position refers to the concrete demands or terms they state they want, while their interests are the underlying motivations, needs, desires, concerns, and aspirations that lead them to take those positions.
Why is it important to understand the other side's interests in a negotiation?
-Understanding the other side's interests is crucial because it allows you to put yourself in their shoes, see the world as they do, and craft a solution that meets both parties' interests, leading to a more successful negotiation.
What is the concept of BATNA in the context of the video?
-BATNA stands for 'Best Alternative To a Negotiated Agreement.' It refers to a party's best alternative option if they cannot reach a negotiated settlement.
How does the script illustrate the process of uncovering underlying interests in a negotiation?
-The script illustrates this process through the example of the radio station negotiation, where Roger Fisher asks questions to understand the owner's and the company's real needs and concerns behind their stated positions.
What is the significance of preparation in the negotiation process as highlighted in the script?
-Preparation is highlighted as a critical component of successful negotiation. It involves understanding one's own interests and those of the other party, and it can significantly affect the negotiation's outcome.
What is the role of empathy in the negotiation process according to the video?
-Empathy plays a crucial role in negotiation as it enables a negotiator to understand the other party's perspective, motivations, and interests, which is essential for crafting mutually beneficial agreements.
Why is it suggested to focus on the process of negotiation rather than just the substance?
-Focusing on the process of negotiation helps negotiators to be more flexible and adaptable, to explore a range of possible agreements, and to ensure that the negotiation is not just about meeting one's own position but also satisfying underlying interests.
What is the purpose of inventing options in a negotiation?
-The purpose of inventing options is to explore various ways in which the underlying interests of both parties might be met, broadening the scope of possible agreements and facilitating the creation of mutually beneficial solutions.
How does the script address the issue of one-sidedness in negotiation?
-The script addresses the issue of one-sidedness by encouraging negotiators to broaden their repertoire of skills, to avoid focusing solely on their most confident skills, and to consider the interests and perspectives of the other party.
Outlines
📚 Introduction to Negotiation Workshop
The script introduces the video workshop 'Getting to Yes', focusing on negotiation techniques. It features Roger Fisher, William Ury, and Bruce Paton, who aim to convert confrontational negotiations into collaborative problem-solving. The paragraph emphasizes the importance of negotiation skills, comparing them to athletic abilities that can be improved with coaching. It also highlights the need to focus on the process of negotiation rather than just the outcome, using the metaphor of the 'negotiation Olympics' to inspire skill development. The script sets the stage for a series of examples and discussions on improving negotiation strategies.
🤝 The Importance of Understanding Interests in Negotiation
This paragraph delves into the concept of distinguishing between positions and interests in negotiation. It uses the example of a radio station negotiation to illustrate the point that positions are concrete demands, while interests are the underlying motivations. The speaker, Roger, guides the potential buyer to look beyond the seller's position of 14 million dollars and to understand the seller's interests, such as creative control and management participation. The paragraph underscores the necessity of preparation and the ability to empathize with the other party's perspective to craft a mutually beneficial solution.
💼 Exploring Underlying Interests and Preparation for Negotiation
The script continues the radio station negotiation scenario, with a focus on uncovering the underlying interests of both parties. It shows the importance of preparation in negotiation, suggesting that most negotiations are won or lost based on the quality of preparation. The dialogue reveals the seller's desire for creative control, management participation, and downside protection, while the buyer seeks 80% ownership for financial consolidation. The paragraph highlights the need for effective communication and the exploration of possible arrangements that could satisfy both parties' interests.
🛠 The Process of Inventing Options in Negotiation
This paragraph introduces the concept of inventing options as a crucial part of the negotiation process. It emphasizes moving away from fixed positions and towards a collaborative creation of potential agreements that can meet the underlying interests of both parties. The script presents a labor negotiation scenario where the facilitators, Bill and Bruce, work to shift the discussion from an adversarial stance to a productive exploration of options. The importance of focusing on interests rather than positions is reiterated, and the paragraph concludes with an invitation to brainstorm options that could satisfy both the union's and management's interests.
🤔 Clarifying Interests and Generating Options
The script continues the labor negotiation example, with an emphasis on clarifying the interests of both the union and management before generating options. It identifies shared interests, such as job security and long-term investment, and suggests that understanding these can lead to the invention of mutually beneficial options. The paragraph discusses the challenges of idea generation, particularly the concern of being perceived as making commitments. It advocates for brainstorming within one's own team first to create a wide range of options without the pressure of immediate decision-making.
🔄 Addressing Job Security and Training Concerns in Negotiation
In this paragraph, the focus is on addressing specific concerns related to job security and training within the labor negotiation context. The script explores options such as enhancing retirement packages, implementing a mentor program, and providing job guarantees to alleviate fears of older workers being replaced. The importance of safeguarding the interests of both younger and older workers is highlighted, and the paragraph concludes with a discussion on how to create a well-trained and diversified workforce without compromising job security.
Mindmap
Keywords
💡Negotiation
💡Adversarial Confrontation
💡Problem-Solving
💡Interests
💡Positions
💡Coaching
💡Batna
💡Options
💡Standards
💡People Issues
💡Preparation
Highlights
Introduction to the concept of negotiation as a skill that can be improved with coaching, similar to an athlete.
The importance of not just focusing on negotiation positions but understanding the underlying interests.
The metaphor of the 'Negotiation Olympics' to illustrate the high level of skill that can be achieved with practice.
The idea that negotiation is an exercise in influence and the necessity of understanding the other party's perspective.
The process of looking behind stated positions to uncover the real needs and desires of the negotiating parties.
The role of preparation in successful negotiation and how it can set the stage for a productive discussion.
An example of how understanding the interests of a radio station owner and a buyer can lead to a more creative negotiation.
The concept of 'BATNA' - Best Alternative To a Negotiated Agreement - and its importance in negotiation strategy.
The value of exploring a range of options before making a decision in a negotiation.
The facilitation of a labor negotiation scenario to demonstrate the process of inventing options to meet mutual interests.
The importance of brainstorming and generating multiple options without immediate commitment to any single one.
The potential for shared interests to bridge gaps between opposing positions in a negotiation.
The strategy of enhancing retirement packages as a potential option in a negotiation to address job security concerns.
The proposal of a mentor program as a way to utilize senior employees' expertise without threatening their job security.
The discussion on job guarantees as a means to protect older workers while training younger employees.
The emphasis on the importance of not shooting down ideas during the brainstorming phase to encourage a wide range of options.
The conclusion that negotiation is about satisfying interests and the need to invent options that can meet both sides' interests.
Transcripts
[Music]
welcome to getting to yes the video
workshop on negotiation in this program
Roger Fisher William ury and Bruce
Patten will show you how to transform
adversarial confrontation in to
side-by-side problem-solving hello I'm
Roger Fisher here with my colleagues
bill Yuri and there was Pat hello
welcome to the video workshop on
negotiation all of us negotiate all the
time you wouldn't be in your present
position unless you were a good
negotiator people keep asking us but
isn't negotiation natural ability not
coaching once you're good at it can't
you just relax I compared negotiation
skills with those of an athlete natural
ability is terribly important but the
more natural ability you have the more
you will benefit from coaching from
continuing to learn how to do it better
and better the professional tennis
players at Wimbledon bring their coaches
with them they keep learning to get
better all their lives
I like that athletic metaphor the
curious thing that strikes me is that if
we negotiate so much of our time with
our bosses our spouses our peers our
customers our suppliers our kids if
we're negotiating say 50 percent of our
time and some people would say ninety
percent of our time the question I have
is if you were swimming say 50 percent
of your time you'd be in the Olympics
and the question I have is as good as we
all are why aren't we all in the
negotiation Olympics and I think the
answer lies in the fact that when you
swim you always have part of your mind
focused on your stroke on improving your
stroke on improving the process of
swimming when we negotiate we have
almost all of our attention focused on
the substance on the terms and
conditions on the price well what this
videotape workshop is about is about
going over the process of negotiation so
that we can all be in the negotiation
Olympics one difficulty we often have is
that the more you negotiate the tendency
is to get better and better at less and
less when the stakes are high we focus
on our most confident skills but that
means we get better and better at a few
skills and leave others to wither
way we become one-sided not very
flexible or adaptable each of us has
room to broaden our repertoire of
negotiating skills and we're not just
going to talk about negotiation words
don't describe adequately what really
happens you're gonna be watching a lot
of different examples we're gonna be
acting in examples demonstrating what
can be done in different kinds of
negotiations mistakes people make skills
they use let's watch the first
negotiation mr. Gillam I've already told
you my position is 14 million dollars if
you want to take the station away from
me that's what it's gonna cost you mr.
Bryant
our position is eight million dollars
for your share that's eight times your
share of cash flow that's fair that's
reasonable I don't understand where
you're coming from well I get my number
14 million from what I know this station
is worth I'm the one who came in here
five years ago when it was down and out
as number three and built it into number
one I know this station and I know what
it's worth and 14 million is my share of
what it's worth that's what it's gonna
take your partners have given me
two-thirds an option on two thirds for
16 million why is one-third worth 14
million my partners have not been around
here nearly as much as I have I'm the
one who made this station I really don't
care what kind of deal they cut with you
my position is 14 million dollars
because that's what I know this station
to be worth if you want to take it away
from me
that's what it's gonna cost eight
million is our position Mr Bryan
that's been taken or leave it well 14
million is my position and that's a
take-it-or-leave-it
does that negotiating process look
familiar
adversarial deadlocked telling each
other not listening very well not trying
to understand where the other side is
coming from not treating the people with
a whole lot of respect there's a chance
in negotiation to do it differently we
believe that negotiation would be better
off if you can treat it as side by side
problem-solving both parties share a
problem they think that a negotiated
agreement would be better for both
that no agreement and they share the
problem of trying to find an agreement
that both can live with and a good
agreement one that doesn't leave
potential joint gains on the table this
whole video is a way of helping you
prepare for negotiations a way to think
about it an organized way and a way to
realize that in advance of negotiation
you can do a great deal that will affect
the total outcome you'll thought about
where you're gonna end up and therefore
you know where to begin in other words
we want you to have always part of your
mind focused on the process of
negotiation before you go into the
negotiation during the negotiation and
then taking also a few minutes after the
negotiation to ask yourself what went
right here what went wrong
what could I do differently next time
what surprised me so that you're
learning from each negotiation because
you have so much rich experience that if
you can tap that experience and turn it
into better and better skills you will
end up as I mentioned in the negotiation
Olympics a point we're gonna make
throughout this workshop this video is
to give you a big structure the basic
building blocks of negotiation what they
are interests what do you really care
about what did they care about options
what are some possible agreements we
could have let's get the range of what
we could agree upon standards how can I
persuade them they're being fairly
treated how can they persuade me how can
I persuade myself that I'm being fairly
treated not being ripped off people how
do you deal with the people issues in
negotiation and Batna what is your best
alternative to a negotiated agreement if
you can't settle let's begin with
segment 1 interests
segment one interests all too often we
approach a negotiation like that radio
station owner and the buyer almost as if
we were two armies approaching each
other from opposite sides of a
battlefield we dig into our positions 14
million dollars eight million dollars we
build trenches fortifications no one's
going to move each side knowing full
well that we're gonna have to somehow
dig ourselves out of our positions if
we're going to get anywhere near the
middle and so what we do is we dig
ourselves out and we move about ten feet
and then we dig ourselves in again
I've often wonder why people go through
that exercise when the purpose of
negotiation is not so much to meet your
position it's to satisfy your underlying
interests and that's perhaps the key
distinction and negotiation is the
distinction between what your position
is and what your interests are your
position are the things that you say you
want the concrete things you demand
terms and conditions' dollars and cents
fourteen million dollars eight million
dollars your interests are the
underlying motivations the intangible
motivations that lead you to take those
positions your underlying needs your
desires your concerns your fears your
aspirations
those are your interests in any
negotiation you want to understand your
interests just as important as
understanding your interests is
understanding the other side's think
about it for a moment what is
negotiation negotiation is an exercise
in influence you're trying to change
someone else's mind now if you're trying
to change someone else's mind the first
thing you need to know is where their
mind is right now you need to be able to
put yourself in their shoes that is
perhaps a single most important skill
negotiation is the ability to put
yourself in the other person's shoes see
the world the way they see it see what
drives them see what motivates them so
that you can craft a solution that meets
their interests and meets yours the best
way to understand the process of getting
behind positions for the underlying
interests is to see it in action let's
return to the radio station negotiation
and watch Roger prepare the potential
buyer for a second meeting with the
owner of that station
Roger that the guy's a mule he wants 14
million
dollars for his share that's all he
wants to talk about I can't reach him I
don't know what's going on with it what
do you want what's the company one here
that company what's what's what's the
purpose of this negotiation from your
point of view the company wants the
station it's a good station we'd like to
buy it it would fit nicely it's got some
profits we could offset against some
losses you told me you've already got an
option of two-thirds of the station from
the other owner yeah I've got a have 80%
of the station before I can put the
losses in the profits together I can't
do it without 80% you need 80% of the
station 80% and when you get the station
what do you want a bit
what do you can do with it well it's a
good station there's no real sense in
Chaney I'd like to have a good
transition one that doesn't look like
we've taken over the station what keep
the talent want to keep the management
generally make no waves and the pendant
market what I'm doing here is looking
behind the company's position eight
million dollars and a radio station is
positioned 14 million dollars for the
underlying interests the concerns that
lie behind that I'm trying to find out
what mr. Gillam wants what kinds of
things he needs not just once but what
he really needs to satisfy his concerns
and then we'll look at the other side
the station owner needs so you need 80%
ownership in order to have the
consolidate the books that's the number
and on the operation of the station what
do you need there what do you want there
well I'd like to have a good operation a
good smooth operation basically what
it's been doing let's go talk to him and
see we can find out what his concerns
are lots a lot you've just seen the most
important part of a negotiation which is
the preparation most negotiations are
won or lost done well or done poorly
even before the negotiators get to the
table simply in the quality of
preparation that they bring to that
table
you can't wing it in negotiation you put
yourself an enormous disadvantage if you
do that let's watch Roger Fisher use the
value of effective preparation to
negotiate on behalf of the buyer
mr. Brian what do you really want out of
this situation as I've said I want 14
million dollars I made that very clear
what would you do with the money if you
had it well I don't think that's really
any of your business fair enough and I
want to understand what you care about
because if we're gonna make a deal it's
only with your agreement it's only a
deal you want what do you want in this
space what I care about is this station
this is more than just a job for me it's
something that I thoroughly enjoy I
built from the ground up I feel like I'd
be selling one of my children in talking
to us to kill him I discovered that what
his company really wants in owning the
station they want to own enough of the
station so they can consolidate their
books with the other stations that
you've got the number of other radio
stations that means we have to have half
have 80% 80% ownership not 100% no I
need 80% but I gotta have 80% and the
two thirds you have an option I was not
enough no I got a share see the fact it
doesn't eat at all makes me think there
may be some possibility of arrangement
here which leaves you with the station
well at 80% of something new I didn't
hear that the first time but no he
wanted buy a station 66% wouldn't know
but what do you would that meet some of
your concerns well it not really because
suppose I continue as an owner in a
minority position sure that's where I am
now but what I have created control and
for that what's that mean creative
control what do I do you do that you
actually decide what programs I decide
what programs more importantly I decide
the overall format creative control what
else do you like I like the ability to
manage the station I like the ability to
participate in its growth we got a
management participation does your
company object to such things and other
stations Roger it sounds like to me he
wants the world he wants a ton of money
he wants creative control he wants
management he wants the little 10-yards
we're looking to what his interests are
what are your wrenches you have no
interest in changing management not per
se I had some concerns
one of their well uh I'm not sure that
mr. Bryant and my company get along he's
just said you know how big companies
operate if we don't get along at this
station goes in their numbers I've got
the risk
well what woody wouldn't you meet an
interest there in protection against
downside the station starts losing money
or not not doing well he wants some kind
of downside protection yes I need down
protection and you wouldn't mind his
getting a piece of the action going up
if it goes well well you know again I'd
have to work with him to find out you
know how he's gonna run this place and I
get comfortable with him right now we're
not doing too well oh why are you doing
fine you're disagreeing about money but
we got let's come back up to the money
question if you bought out half mr.
Bryant's interest right now you were
offering eight million dollars at eight
times cash flow for his share half of
that would be four million dollars eight
times suppose we split the difference
between us I'm just not asking for
commitments now I'm just trying to think
a little bit four and a half million
would be 9 times cashflow for a share of
interest and you're not taking a station
away from you you would as I see this
thing you'd still be the station manager
to your station you're still running it
you've got here an owner of it but for
how long I mean I we've talked about
different kinds of contracts and maybe
some of those would work there might be
different triggers in there you want a
long-term I want a long-term and you I'd
like to have a short as possible why uh
unknown to me you know we've we've got
some risk in him like putting up a ton
of money he's run the station for five
years well you know that track record
the radio stations initial position as
you'll recall was fourteen million
dollars but as a negotiation unfolds you
begin to see what his underlying
interests are he's interested in
continuing to be manager of the station
he wants to remain as an owner of the
station he wants a good price he wants
the ability to make more if the station
does well and he wants to stay in the
community that's the central point
looking behind positions for what are
the underlying interest
asking why asking why not and putting
yourself in the other person's shoes
those are the main points we want to
leave you with at the end of the segment
the purpose of negotiation is to satisfy
your interest and the other side's
interest too now the reason you spend so
much time
probing behind positions for what are
the underlying interests is to be able
to invent options that satisfy both
sides interests in the next segment
we're going to look at exactly how you
go about the process of inventing those
options from mutual game
segment two options focusing on
positions not only conceals underlying
interests positions tend to limit the
ways of meeting those interests an
important negotiation activity is to
invent various ways in which the
underlying interest might be met if I
want to buy a building I'll say my
interest really is using it should I
lease it might I read it with an option
to buy might be a long term lease or a
short term lease might I rent part of it
might we jointly own it you want to
think of a wide variety of ways of
serving those underlying interests when
we say option we mean a possible
agreement or a part of a possible
agreement some thing you might do it
could be included in agreement it could
be a whole framework but it's not a
commitment it's not a promise we're
exploring what we could do it's
brainstorming its generating things that
might be included in the outcome of this
negotiation a major feature of
negotiation is to explore possible
agreements bits and pieces of agreements
to invent a range of options of what
could serve our mutual interests before
making any decision in this next
situation we have a labor negotiation
bill and Bruce have been retained by the
two sides to help facilitate the process
to change them from the rut they're
locked into into a more constructive
activity of generating options Frank you
and I have been working together for how
long more years and I care to talk about
and yet on all that period of time of
our bargaining you haven't heard a thing
I've said apparently for you to come to
us with this proposal is to undermine
the very foundation of our union we
believe in seniority you know that as a
union seniority is one of our bedrocks
and yet you come to us with something
that jeopardizes the seniority of our
men and women I don't understand you
expect me to go back to my people and
say we're gonna start training people at
the age of 55 15 80 to 60 people who are
gonna retire in a couple of months do
you connect us to go back to our people
who have been on the job for 20 or 30
years and tell them we want them to have
a younger person leapfrog over them from
paying jobs more training we're aware of
your seniority rules but we have to find
something when the parameters of our
living I mean you're asking us to go in
and say to 30 year old people who are
just starting their career in our
industries say okay we're gonna forget
about you
we're gonna train your father and your
grandfather and that's what the Union
expecting to be long-term players
expecting to be trained along the way
the only way they're gonna be long-term
players is if we're still in business
and the way we're gonna stay in business
is to stay competitive and you know we
do they support you guys every year you
know you don't have the money to do this
you don't have the money to do that you
told us five years ago you didn't have
the money to do the training now you've
got the money to do the training but you
don't want to train the older workers I
get the sense that you've gone over this
before you've talked about this before
yeah yeah it's impressive really I mean
I almost have the sense that you could
go on forever well in the past that
maybe I think I'm not sure that's the
best way for us to spend our time here I
don't know if we're gonna spend nine
months and you know get anywhere in fact
there are two ways to talk about an
issue like retraining or any issue for
that right the first is you can talk at
each other you also have the choice of
talking with each other you can decide
to focus on the past or you can choose
to focus on the future
you can try and talk about who's right
decide that issue or you can try and
talk about what are you gonna do about
it what's to be done
you can blame each other or you can
jointly tackle the problem you can try
and score points at each other or you
can clarify your interests and try and
invent some options now if I were to ask
you in the last 20 minutes talking about
this issue where have you spent your
time on this side of the line or that
center line self-evident this way has
produced two options for you rigid
seniority and management discretion
before taking any decisions you want to
have as many options on the table as
possible now in order to invent options
we need to back up and clarify the
interests that those options need to
serve now let's take a look at interest
on the Union side we've got interest in
maintaining job security rewarding
loyalty upholding precedents and
satisfying constituents on the
management side we've identified
efficient use of resources flexibility
on the shop floor satisfying the board
and investing for long term as you look
at these interests you see any shared
interests any overlap among these
interests you see me well I think we
have to admit as a union that the
company over the years has been very
fair to the employees certainly we don't
agree with some of the things they have
done but they have tried to be fair with
us well I think we also have an interest
in this investment for the long term
we'd also like to have a well skilled
workforce now what's interesting is
before you had two positions seniority
company discretion but if you unpacked
the underlying interests it looks like
there are some shared interests here it
looks like you might be able to invent
an option here to have as many options
as possible so as then to make the
decision so can we spend some time
talking about some other possible
options that could meet both sides
interests in this situation the bill is
the president of this Union I have
difficulty with that we need to caucus
ourselves before we get into anything
like that ok what I'm talking about is
no commitment there's no commitment on
both sides we're just talking about
inventing options no one's asking about
making a decision here at the table and
if you feel more comfortable about it we
could do that separately the union could
go off by themselves you could stay
right here and I'll help you invent some
possible options you could then decide
which ones you want to talk about with
the other side although there's still no
decision management could do the same we
get back together talk about it but
remember at this phase there's no
decision being made all we're trying to
do is put out some possible law firm so
you can make the best possible decision
this union will be committed and the
Union won't be committed no will
management normal management that's
right
I'll try ok and remember your mandate
here is to come up with options that
satisfy your interests but also you
think the other side could live with two
options satisfy both sides interest with
no commitment whatsoever no attribution
no commit notice how bill and Bruce
backed up to clarify the interests of
the parties before working on the
inventing
those options that are designed to meet
them mister Warren's concern with
inventing in front of the other side is
serious and a real a real concern a
justified concern but people often
understand in ideas and idea which
you're committed so if you say how about
this the other side may say I accept so
it's quite important to make it very
clear that you're not making commitments
and it's much easier to invent first in
your own team on your own side generate
ideas free from any concern of what the
commitments are even there and within
your own team it is hard to withhold
judgment we tend to think the purpose of
any meeting is to agree so when someone
puts up an idea we don't like we often
shoot it down but if we want a wide
range of ideas the purpose is to broaden
range of possibilities broaden the scope
and not just look for the best one the
best one will be selected after we've
got a lot of ideas on the table other
options we could somehow enhance the
retirement package some of these people
might volunteer to do some sort of early
retirement okay
what about some other options why not
try some kind of a mentor program I'm
gonna really utilize some of these
senior people without making them feel
like they're absolutely I'm not sure how
some of my guys might feel about that
okay remember Frank we're just trying to
get as many ideas as you can no
criticism let's just take a look at this
mentor program yeah tell us a little
more about what we pair up senior
employees will be less senior employees
have them work together for three months
say per department and then maybe change
so they get different perspectives I
think that would give us a
well-diversified well-trained staff you
know in our last sub consul meeting your
group said to us that they are very
concerned about job security and if we
go on some of these I think it endangers
their job security I there's got to be a
solution to that right can you think of
any way to improve on that you know you
know what what really would satisfy them
is to give them some job guarantees okay
you know right now I think what worries
we're talking about training younger
people and our fear is of course once
they're trained then they come to the 55
60 65 year old guy and say hey buddy we
don't need you any longer so we need
some kind of if we is willing to
guarantee those people while we take a
look so wait so what I hear you saying
out is that if retraining means getting
rid of some of the older people that's
one thing if retraining means enhancing
the job skills or the younger people but
not but safeguarding the jobs the older
people that's something you would
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