FD108 – Exercise 7

Feedback Process

A.I.D. model:

Action – Impact – Desired Outcome (AID) model

A = Action – The specific action that has caused the need for the feedback.
– What are you there to discuss
– What did you see?
– What evidence and facts?

I = Impact – The impact the action has on yourself, the business or others.
– Does this effect other departments within the organization?
– How the customer is (internal / external) impacted?
– What is the evidence?

D = Desired Outcome – The result of the feedback should be a change in behaviour.
– What needs to change going forward?
– What does the goal look like?
– Are actions SMART?

The B.O.O.S.T. model, feedback should be:

B alanced
O bjective
O bserved
S pecific
T imely

Receiving Feedback

Clause 8.2.1 of ISO9001:2015 states that communication with customers shall include obtaining customer feedback.

In order to obtain effective feedback from customer and stakeholders, it may be necessary to ask deliberate and specific questions, perhaps closed questions, in order to evaluate the feedback and interpret it effectively. How an organisation reacts to feedback, particularly negative feedback, can greatly impact on its reputation. Feedback is an essential input into quality planning at all levels, from the minute detail of a specific process, to the overall strategic planning of a large organisation.

Negotiation Process

Negotiation skills can be required to differing degrees in a wide variety of situations, from closing a sale to establishing a trade deal or major contract. In all negotiations, a similar process can adopted:

        PREPARE -> PLAN -> CONDUCT -> EVALUATE -> FOLLOW UP

Tips for successful negotiation:

1. Know what you want: The clearer you are on your interests and goals, the better your chance of success increases.
2. Know the other side: Learn as much as you can about the people with whom you are going to be negotiating. Know their negotiating style (DiSC©), negotiation skills, their backgrounds, hopes, fears, aspirations, and their interests. Little things do not mean a lot, they can mean everything.
3. Consider the timing and method of negotiations: Alter the game to win-win problem solving by negotiating skilfully using interests, not positions.
4. Prepare point by point: Negotiators who prepare will outperform those that do not.
5. Offer benefits for accepting your offer: You are much more likely to close if you present the benefit…the “what’s in it for them?” test.
6. Frame your negotiation around one or two key points: Keep it as basic as possible by framing and reframing to keep things on track and reach agreements more efficiently.
7. Know your BATNA: Your personal power comes from the ability to walk away if you are unable to reach an agreement. Effective negotiators not only know when to walk away, but also how to walk away leaving the relationship intact.
8. Prepare options for mutual gain: Be creative. Find unique ways for both sides to get their interests met. “What if we tried this?”
9. Listening is the most powerful negotiation skill: It will help you learn where your interests are shared with the other side, where they are in opposition, and get a satisfactory outcome.
10. Use the power of the draft: Always put your negotiated agreements in writing.