think win win (7 habits of highly effective people)

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THINK WIN/WINHABIT 4

Reporters:

Marvi Blaise M. Coching

Jee Princess C. Cortez

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SUMMARY

•

Win/Win is not a personality technique. It’s atotal paradigm of human interaction. It comesfrom a character of integrity, maturity, and theAbundance Mentality. It grows out of high-trust

relationships. It is embodied in agreements thateffectively clarify and manage expectations aswell as accomplishment. It thrives in supportivesystems.

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Six Paradigms of Human Interaction

• Win/Win• Win/Lose

• Lose/Win

• Lose/Lose• Win

• Win/Win or No Deal

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Win/Win

• Win/Win seeks mutual benefits in all human interactions.

• Win/Win means that agreements or solutions are mutually

beneficial.

• Win/Win is the belief that it’s not your way or my way; it’s a better

way, a higher way.

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Win/Lose

• Win/Lose states If I win you

lose.

•

In Leadership style, Win/Lose isan authoritarian approach.

• Win/Lose people are prone to

use position, power,

credentials, possessions, or

personality to get their way.

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Lose/Win

• Lose/Win stands for no demands, no

expectations, no vision.

• They seek strength from popularity or

acceptance.

• Lose/Win people have little courage to

express their own feelings and

convictions and are easily intimidated

by the ego strength of others.

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Lose/Lose•

When two Win/Lose determine, stubborn, ego-invested individuals interact-the result will be Lose/Lose.

• Both will become vindictive and want to “get back” or “get even,” blind to

the fact that murder is suicide, that revenge is a two-edged sword.

•

Lose/Lose is the philosophy of the highly dependent person without innerdirection who is miserable and thinks everyone else should be, too.

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Win

• People with the Win mentality don’t

necessarily want someone else to

lose.

• What matters is that they get what

they want.

• Win mentality thinks in terms of

securing his own ends-and leaving it

to others to secure theirs.

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Win/Win or No Deal

• No Deal basically means that if we can’t find a solution

that would benefit us both, we agree to disagree

agreeably-No Deal.

• No expectations have been created, no performance

contracts established.

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WHICH OPTION IS BEST?

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THE BEST CHOICE IS ...

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DEPENDS ON REALITY

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Five Dimensions of Win/Win

• Character

• Relationships

• Agreements• Structure and Systems

• Process

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CHARACTER RELATIONSHIP AGREEMENT

STRUCTURE AND SYSTEM PROCESSES

FIVE DIMENSIONS OF WIN-WIN

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Three Parts of Character

• Integrity – Making and keeping meaningfulpromises and commitments.

• Maturity – The balance between courage and

consideration.• Abundance Mentality – The paradigm that

there is plenty out there for everyone.

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Relationships

• The trust, the emotional

bank account, is the essence

of Win/Win.• Without TRUST, we lack the

credibility for open, mutual

learning and

communication and real

creativity.

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Agreements

• From relationships flow the agreements that givedefinition and direction to Win/Win. They are

sometimes called performance agreements orpartnership agreements.

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Ways to clarify and manage expectations betweenpeople involved in any interdependent endeavour

1. DESIRED RESULTS – identify what is to bedone and when

2. GUIDELINES – specify the parameters withinwhich results are to be accomplished

3. RESOURCES – identify human, financial,technical or organizational support available tohelp accomplish the results.

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Ways to clarify and manage expectations betweenpeople involved in any interdependent endeavour

4. ACCOUNTABILITY – sets up the standards ofperformance and the time of evaluation

5. CONSEQUENCES – what does and will happenas a result of the evaluation

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Structure and Systems

• Win/Win can only survive in an organizationwhen the systems support it. So often theproblem is in the system, not in the people. If

you put good people in bad systems, you getbad results.

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Processes

• Roger Fisher and William Vry

the essence of principaled negotiation is to

separate the person from the problem, to focus oninterests an not on positions, to invent options formutual gain, and to insist on objective criteria.

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4 Processes

• See the problem from the other point of view.• Identify the key issues and concerns involved.• Determine what results would constitute a fully

acceptable solution.• Identify possible new options to achieve those results.

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Thank you!