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Overcoming the Curve of Conviction: How to Increase Value by Getting from Negotiation to Collaboration

Posted By Cynthia Hanson, Friday, September 11, 2015

“To Collaborate or Not To Collaborate?” That is the question Mike Berglund, CA-AM, alliance director at Eli Lilly and Company, asked the audience at the 2015 ASAP BioPharma Conference held Sept. 9-11 at the Revere Hotel off the Boston Common.  “Are We Negotiating or Collaborating? Increasing Alliance Value through Collaborative Decision Making” was the topic on stage as Berglund prompted the audience to consider three case scenarios that presented alliance management challenges when working with partners.

 

Decision-making roles are complex, especially in alliances, and become even more complicated when the decision is intricate or embedded, Burglund emphasized. “You as individual have certain attitudes, beliefs, and values that effect how you make decisions. It is a lot easier for me to ask if you will go out and buy a loaf of bread vs. change a specific brand of car or attend a different college. You willingness to change the buying pattern will be different.”

 

How to get to collaboration in a world of culturally entrenched views, tastes, and opinions is one of the challenges alliance managers face in the decision-making process, he indicated. Its about the Conviction Curvea framework of personal buying perspective: “In the alliance world, where you are in this curve will dictate how likely you are to change. If you are going into a governance meeting, the further to the right [on the Conviction Curve] you are, the more difficult it will be to change that position and the more resources and energy it will take.”

 

It’s like a sculptor molding a lump of clay, he added. At first, he or she has the ability to mold it into whatever structure desired, but over time, the clay hardens and becomes more difficult to change. “Working across two companies, with their positions embedded in their respective organizationsit’s hard to change. And you will see that exemplified in alliance management,” he warned.

 

A critical point for alliance managers to consider is the importance of understanding your potential partner and responding appropriately to their behaviors to get to that point of collaboration. Negotiation is all about winning, while collaboration is preferable because its jointly created value that can determine the tone of the relationship, he reminded the audience. Build the alliance from within the alliance and push it outward, he advised. “When you deploy this kind of culture and process, its being organically driven within our organizations.”

 

After challenging participants to consider three very different case scenarios, he asked in one case: “What were the factors that led this alliance to result in a joint decision?” He then drove home the value of using “company pre-meetings to understand your own convictions and then using that information to design the meeting. Choose the right people for the job, make sure that whatever is going into governance meetings has been jointly agreed upon by the parties, and eliminate the opportunity for walk-ins. You really want to limit that discussion, and push it out of governance meeting,” he advised. “Even more important, sit down and talk about company differences. You don’t have to agree, but you need to agree on how you present your different sides,” he added.

 

Then evangelize these norms with the working teams. If you have this kind of behavior in teams, collaboration will be the norm, he concluded.

 

Learn more on this topic in the recently published Q3 2015 Strategic Alliance Magazine editorial supplement article “Choose Wisely: Increase Alliance Value through Collaborative Decision-Making,” sponsored by Eli Lilly and Co. and co-authored by Berglund and Lilly’s Chief Alliance Officer David Thompson, CA-AM.

Tags:  alliance management  alliance manager  alliances  collaboration  conviction curve  Eli Lilly and Company  governance  Mike Berglund  negotiation  partners  pre-meetings 

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A Primer from a Pro on How Nonverbal Cues Can Give You an Advantage in Negotiations and Other Business Transactions

Posted By Cynthia B. Hanson, Friday, March 6, 2015

There were no nodding heads, yawns, or coffee breaks at the special 90-minute afternoon session presented March 4 by Dr. Jack Brown of The Body Language Group during the ASAP 2015 Global Alliance Summit held at the Hyatt Regency in Orlando, Florida, USA.  An expert in nonverbal communication, Brown spoke to a captivated audience about “Negotiation, Nuance, Conflict & Resolution—The Nonverbal Advantage.” A keen people-watcher for more than 25 years, he has consulted to C-suite executives, law enforcement, government, industries, and at universities, to name just a few clients. The advantages of reading body language in business transactions, partnerships, collaborations, and everyday exchanges can provide you with a big advantage, he says.

 

“Some 55 to 80 percent of communication is nonverbal,” Brown says. “Another 10 to 38 is paralanguage [an in-between category] … and 7 to 10 percent is verbal.” Understanding that breakdown and the associated communication nuances can help us become more powerful during negotiations, mediation, conflict resolution, and in exchanges in general.

 

Understanding body language can save you a lot of trouble down the road in your business transactions. Learning how to read a sociopath is invaluable, he quips. “Trust your gut … and run!” he advises, prompting a ripple of laughter from the audience. “Trust your gut”—the reoccurring mantra of his talk. “Be like a spy satellite or fighter pilot,” he continued, while flipping through slide after slide of facial and body cues –contrasting the cues of U.S. President Barack Obama to Russian President Vladimir Putin and spotlighting Hollywood stars.

 

“There’s a huge amount of information that we as a society ignore. … Younger people have good instincts, but we [adults] are really good at suppressing [them],” he adds.

“Women are better at it … they tend to be better communicators and nonverbal communicators.” Older people and animal lovers also have the touch. Nonverbal communication is innate and cross-cultural, but there are cultural differences for sure. For instance, at least from a western perspective, the Japanese tend to be the hardest to understand—they tend to have more idiosyncrasies, he says. 

 

Always look at multiple cues before assessing someone. One non-verbal cue isn’t enough for a conclusion. For alliance managers who communicate frequently via telephone—a topic that drew rapt attention—close your eyes, he suggests. Blocking out a sense can help you zero in more clearly on vocal cues without ever having to observe the other party. For in-person meetings, get a glass table, he advises.

 

For more information on the art of reading nonverbal communication in alliance management and business transactions, watch for forthcoming content in the ASAP Member e-News and Strategic Alliance Magazine, available as a benefit of membership in ASAP.

Tags:  ASAP 2015 Global Alliance Summit  ASAP Member e-News  collaborations  Conflict  Dr. Jack Brown  Negotiation  nonverbal communication  partnerships  Resolution  Strategic Alliance Magazine  The Body Language Group  vocal cues 

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