When does a negotiating team work best?

This question is arguably the most frequently asked question in the field of negotiation. Negotiation teams are a fundamental part of almost every organization, and creating great negotiation teams is essential to business success.

Unfortunately, it's not as simple as getting a few negotiators together and calling them a negotiation team; there is an established set of criteria that must be considered before any group is truly successful.

What makes a negotiating team great?

To answer this question, we need to look at what makes up an effective negotiating team. A great negotiating team has five basic elements: trust, communication, cooperation, commitment and accountability. Let's analyze each of these elements separately:

Trust

Team members should feel comfortable enough to share thoughts without fear of ridicule or criticism from others on the team. This open atmosphere allows for personal growth and better problem solving by allowing for different perspectives when discussing project goals or strategic decisions. It also creates an environment where everyone feels valued for their contributions, leading to greater job satisfaction within the work culture.

Communication

Communication is key to building strong relationships among members of a negotiating team, as it ensures that everyone knows exactly what tasks they have been assigned and how their work will fit into the bigger picture. Additionally, clear communication helps teams stay focused on their goals, keeping morale high with constant updates on project progress - no one wants to be left in the dark! If a teammate doesn't clearly understand something, they should know who they can ask the question to so that all issues can be resolved quickly and effectively before any misunderstandings occur.

Cooperation

Collaboration in a negotiating team is essential for any successful team, as it allows each person to bring their unique skills and knowledge to the table while learning from each other. Collaborative teams are often more creative, productive and innovative because they can draw from a wide range of ideas rather than being limited to one person's point of view. Additionally, this type of environment encourages members to take responsibility for their work, making them feel motivated and proud of the achievements of the entire team.

Commitment

Without commitment, there is no success, so all team members must be willing to put in the necessary effort to get projects or tasks completed. A great negotiating team needs everyone's best efforts if it wants to get results - no one should be entitled to “free rides”! This includes taking responsibility when mistakes are made, so that lessons learned can make future successes even better (and prevent similar problems from occurring again).

Accountability

The final element is accountability; each member must be responsible for meeting deadlines, keeping up with progress reports and completing assigned tasks. It's not enough to simply do your part - you need to make sure others are doing theirs, too! Accountability helps ensure that everyone is working together efficiently so that goals can be achieved quickly and accurately, without sacrificing quality along the way.

Ultimately, what makes a negotiating team great is much more complex than just having the five basic elements - trust, communication, cooperation, commitment and accountability. Teams must also have strong leadership that can bring out the best in each member, keeping everyone on track to achieve the same goal; they should have a clear understanding of their mission and goals; they must be able to collaborate effectively without causing too much disruption or conflict; and finally, teams should strive for continuous improvement, learning from past successes (or failures) to make future projects run even more smoothly.

It's important to remember that there is no one-size-fits-all solution when it comes to team building, as each group will be unique in its own way. However, if you take the time to consider all of these elements and start improving your competencies by, for example, taking a training course or an online course on team management, you will certainly succeed in creating an effective and successful negotiating team!

Leveraging the strengths of the negotiating team

Leveraging strengths is about identifying the unique abilities of each team member and strategically integrating those talents into their responsibilities. It's about transforming the conversation from “What's wrong?” to “What are the strengths?” This viewpoint not only changes team members' perceptions of themselves, but also enhances their contribution to the organization's goals. When individuals operate in domains that resonate with their innate strengths, they experience increased engagement, increased productivity and a deeper sense of fulfillment.

One of the most compelling arguments for focusing on strengths is that they tap into intrinsic motivation. When individuals leverage their strengths, they encounter a deep sense of achievement and direction. This inherent sense of accomplishment serves as a powerful driving force, often resulting in increased commitment and dedication. When individuals realize that their contributions are valued, they are more willing to exceed expectations - not out of obligation, but out of a genuine desire. This fosters a constructive cycle in which achievements lead to further achievements.

Building on strengths cultivates an environment rich in confidence and resilience. Recognizing individuals' strengths greatly increases their confidence and motivates them to take on new challenges. This approach emphasizes recognizing opportunities for improvement while leveraging existing strengths to promote growth. Instead of focusing solely on eliminating weaknesses, effective leaders can enable team members to leverage their strengths to meet challenges. This shift in emphasis can foster more creative solutions and cultivate a more constructive approach to dealing with challenges.

Another important element of leveraging strengths is the impact it has on team dynamics. Teams that capitalize on their strengths show greater cohesion and cooperation. When each person recognizes and appreciates the strengths of his or her colleagues, it cultivates an environment of mutual respect and cooperation. This knowledge allows teams to distribute tasks more effectively, ensuring that each person uses his or her unique strengths. It also minimizes conflict, as team members are less likely to perceive threats from others' strengths when they have confidence in their own abilities.

Building on strengths requires more than good intentions; it requires conscious and deliberate action on the part of those in leadership roles. It starts with recognizing the unique strengths that each team member brings to the team. Achieving this requires a systematic approach that includes assessments, constructive feedback and careful observation. It is essential for leaders to invest time in truly understanding their team members, delving not only into their roles, but also into their motivations and the importance of their contributions. This understanding serves as a cornerstone for developing roles and capabilities that resonate with each person's unique strengths.

Once strengths are recognized, leaders must actively foster environments in which team members can effectively leverage those strengths. This may involve redistributing responsibilities, redefining positions and even reinventing complete initiatives to more effectively align with team strengths. This involves embracing adaptability and innovation in the approach to tasks. Leaders committed to capitalizing on strengths consistently look for opportunities to align the team's capabilities with the needs of the organization, ensuring that each person is set up for success.

Feedback is essential to reinforcing and leveraging strengths. Conventional feedback tends to highlight areas for improvement, while strengths-based feedback focuses on what is successful and how to reinforce those successes. This strategy recognizes the importance of development while presenting it in a positive light. For example, instead of focusing on deficiencies in detail orientation, a strengths-focused perspective can acknowledge a team member's ability to think broadly and connect him or her with someone who is detail-oriented, fostering a synergistic relationship.

Moreover, leveraging strengths is not just a single effort, but an ongoing journey. As teams grow, so do their strengths. It is important for those in leadership positions to consistently assess and adjust their strategies to ensure that strengths are fully utilized. This requires a dedication to consistent check-ins, constructive feedback sessions and professional development opportunities. It's about fostering a space where talents can be identified, developed and valued as they evolve.

Effective leaders who emphasize strengths understand the value of recognizing achievements, regardless of their size. Recognizing and celebrating the application of strengths increases their importance and motivates them to continue to do so. It's important to realize that influential actions don't always have to be elaborate; even simple and targeted recognition can have significant effects. When individuals are recognized and appreciated for their strengths, it lifts their spirits and reinforces actions that drive team achievements.

Ultimately, leveraging strengths is about unlocking potential. It's about fostering an environment in which individuals are inspired to give their best in their positions. When executives focus on recognizing and leveraging strengths, they open the door to better performance and greater satisfaction. This strategy not only improves performance, but also fosters a more engaged, flexible and united team.

Those who take this approach do more than oversee responsibilities; they nurture potential, promote development and motivate outstanding performance. By capitalizing on strengths, leaders foster an environment that enables individuals to improve, resulting in a more robust and successful organization.

Belbin's roles in the negotiating team

The team should be selected with special care because it is the team that works for the company, each person is another important cog in the company's engine, in order for the engine to run evenly and, more importantly, to start it needs properly matched cogs to do so. This topic in the 1970s attracted the interest of Dr. Meredith Belbin, who in his research said that not everyone is an alpha

and omega, but everyone has a role (they may have several) and should stick to it so that together they make a whole.

“Meredith Belbin (born in 1926) - a British management theorist specializing in

in the management of teams.

He devoted most of his work to the issue of team effectiveness, that is, the study of the reasons for achieving the goals set for teams. In this way, he developed the Team Role Theory. During his research at Henley Management College, some teams performed well on tasks, while others fared much worse. Belbin proved that not only education and skills, but also personality type (and therefore preferred team roles and communication style) affect the effectiveness of work teams."[1].

Before zooming in on the roles that Dr. M. Belbin distinguished in his research, it is important to separate the definitions of Functional Role and Team Role. A functional role defines the specific work a person does because of his or her experience, skills

and competencies. In contrast, Role in a Team refers to a person's personality, which comes to life when working in a team; there are behaviors brought from home, not knowledge learned in training, for example.

In order for the company to function properly, the team should be adjusted so that together they pursue a specific goal. Selecting the right people in the right role opens the door to the company's success. In the book , “Your Role in the Team”, Meredith Belbin defines that , “Highly developed team law, however, is one of the most effective ways to accomplish tasks and fulfill missions”[2]. Success is not associated with working only with a team.

"The members of the surveyed team possess the qualities needed to operate efficiently. They are aware of their roles within the team. A very important element is support and mutual respect within the team of employees. High performance is achieved only by people who are sufficiently well motivated and committed to their work."[3].

M.Belbin in his publications detailed nine roles of employees in a team. The roles for direction on people are:

- Coordinator

His job is based on the daily management of the people who report to him. His job is primarily to supervise the tasks performed by employees. The role he plays in the work environment is characterized by the fact that the coordinator is focused on listening and motivating the employee, showing his dominant trait. Taking on such a role in the team, he knows how to deal with a boss who is bossy and puts his best foot forward. The coordinator can sometimes be a weak collaborator. He is very adept at giving orders as well as obeying them. [4]

- The soul of the team

The soul of the team is considered to be the person who brings the whole team together and protects it from disintegration. The soul of the team is often referred to as the unofficial leader.[5] He easily gets along with other employees. He is an unusually calm person, focused on non-conflictuality and no desire to dominate. The soul of the team inspires trust among team members. He acts as a person who helps neutralize the obstacles that daily work brings while enabling effective work. [6]

- Source finder

In the team, his forte is external contact, which should be understood as conducting negotiations and contact with cooperating entities. He plays an important role

in the case of establishing a team but also in later stages. His strong point is just as the name implies- general search for information. His communicativeness and positive attitude are also important. On the negative side of qualities, there is bound to be variability of humor. [7]

Intellectual roles include:

- Creator/Thinker

As the name suggests, he is characterized by great creativity. In a team, he is responsible for imaginative solutions and innovative concepts. Working alone, he is guided by his own principles and engages in projects 100%. A thinker is easily offended, but for that he is very gracious to praise. His negative trait is certainly a constant head in the clouds. A thinker in a group is very much needed because he always throws up fresh ideas and is characterized by out-of-the-box thinking. [8]

- Appreciative critic

He bases his actions on a rational bias. He is characterized by intelligence, alertness and sober thinking. He bases his strategy of action on consideration of all pros and cons in the option under consideration. He is insightful which means he analyzes each decision concretely. The value critic is cool in dealing with people. By his actions and detail, he can be demotivating to the rest of the team. He does not have a creative trait[9].

- Specialist

The specialist takes pride in his work. He is characterized by extensive knowledge of a given topic, which he provides to the rest of the team. When creating a project, he focuses on details often excessively. He needs the manager to give him space and believe in his expertise

about the project being implemented. His focus is on providing appropriate feedback when there is a need for expertise.[10]

Task-oriented roles include:

- Locomotive

The role of a locomotive in a team is characterized by leadership in a given team, he is, as the name suggests, a locomotive who drives (motivates) his team to action, directs their path to achieve the goal, and creates a coherent plan to realize a given objective. This person demonstrates high motivation, is focused on winning, and thus keeps the team moving forward. Strengths include resistance to stress and sociability.

- Executor

The implementer is a person who is a good organizer of work. He is responsible for executing projects that have been conceived by others. He knows how to transfer everything that has been predetermined into practical tasks. He is characterized by reliability

and organized. He is often used by the rest of the board members. His negative characteristic is certainly that he is not flexible in his actions[11].

- Perfectionist

When completing projects, he is guided by attention to detail and careful execution. The perfectionist keeps an eye on the schedule and time of the task at hand. He is focused on a specific result while focusing on details. What negative trait can be counted as his coldness. As for a positive trait certainly care about completing the project on time.[12]

In conclusion, in order for the team to function well it is important to keep in mind some information:

, “each team member has one dominant role and two or three supporting roles;

- there are no right or wrong roles in a team;

- the value of individual roles is determined by the type of task to be performed on the project;

- the need for specific roles changes over the course of the project;

- the optimal project team should consist of employees with diverse roles, so that all employees as a whole can complement each other;

- the level of task completion is directly proportional to the level of subject matter expertise of team members only up to a certain point; at a later stage

the appropriate selection of personalities also assumes great importance.''[13].

[1] https://pl.wikipedia.org/wiki/Meredith_Belbin

[2] M. Belbin, Twoja rola w zespole, GWP Gdańskie Wydawnictwo Psychologiczne, Gdańsk, 2003, s.11

[3] B. Kromer, M. Jackiewicz, Role Pracowników W Tworzeniu Efektywnego Zespołu, Zeszyty Naukowe

Wydziału Nauk Ekonomicznych, str.101

[4] M. Belbin, Twoja rola w zespole, GWP Gdańskie Wydawnictwo Psychologiczne, Gdańsk, 2003, s. 94-95

[5] D. Strzelczyk-Muszyńska, Role grupowe a płeć psychologiczna i kompetencje społeczne, Acta Universitatis Lodziensis, Folia Psychologica 11, 2008, s.23

[6] P. Pioterek, Analiza ról pełnionych w zespole, Biblioteka Wyższej Szkoły Bankowej w Poznaniu, s. 3

[7] M. Ślósarz, Wybrane zagadnienia budowy zespołów ludzkich, AGH w Krakowie, Wydział Górnictwa i Geoinżynierii [w:] Marketing i Rynek nr 7/2017 Polskie Wydawnictwo Ekonomiczne S.A. s. 744

[8] P. Pioterek, Analiza ról pełnionych w zespole, Biblioteka Wyższej Szkoły Bankowej w Poznaniu, s.7

[9] https://kierownikprojektu.com/2018/05/03/role-w-zespole-wg-belbina-krytyk-wartosciujacy/ (dostęp z dnia 07.01.2021r)

[10] M. Belbin, Twoja rola w zespole, GWP Gdańskie Wydawnictwo Psychologiczne, Gdańsk, 2003, s. 90-91

[11] M. Spławska-Murmyło, A. Wawryszuk, Współpraca zespołowa z wykorzystaniem technologii informacyjno-komunikacyjnych, Ośrodek Rozwoju Edukacji, Warszawa, 2017, str.11

[12] https://mfiles.pl/pl/index.php/Model_Belbina (dostęp z dnia 07.01.2021r)

[13] M. Twardochleb, Dobór zespołów projektowych z wykorzystaniem metod stochastycznych [w:] INFORMATYKA EKONOMICZNA BUSINESS INFORMATICS 1(31), Zachodniopomorski Uniwersytet Technologiczny w Szczecinie,2014, s.5

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