Seven wastes of negotiation: Difference between revisions
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The reasons for this are as obvious as they are routinely ignored: projects, priorities, processes and people change, and the [[path of least resistance]] is to layer a new process over an old one. That kind of short-termism is exactly the environment that created the baffling complexity, redundancy and waste in the first place: [[barnacles]] quickly accrete unless your people are permanently committed to process excellence. Train your staff to be constant gardeners, and you won’t need periodic visits from McKinsey to dig you out of holes. | The reasons for this are as obvious as they are routinely ignored: projects, priorities, processes and people change, and the [[path of least resistance]] is to layer a new process over an old one. That kind of short-termism is exactly the environment that created the baffling complexity, redundancy and waste in the first place: [[barnacles]] quickly accrete unless your people are permanently committed to process excellence. Train your staff to be constant gardeners, and you won’t need periodic visits from McKinsey to dig you out of holes. | ||
Now you have people not only with detailed — ''unparalleled'' — [[Subject matter expert|expertise]] in the conduct of your [[Negotiation|contractual negotiations]], and they are as well-disposed to eliminating crushing [[tedium]] from their professional existences as you are, ''if only you’d let them'': your [[negotiator|negotiators]]. Instead of imposing a the fantastical schemes of some glib [[management consultant|management consultancy outfit]] on these poor people, how about offering them some tools to sort it out for themselves? | |||
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