The Tuckman model provides unique tools for effective negotiation management. In addition to the most basic phases, it is necessary to take into account the properties of the model.
Sequence of stages
You cannot swap the team development phases in the Tuckman model. Many people mistakenly try to start negotiations with norming. For example, a sales manager offers a client the integration of two systems. The client, not understanding the meaning of the proposal, asks: "Why?" In this situation, the manager missed the shaping phase, which led to misunderstanding.
Returning to the shaping phase, the how to use the rcs database for direct marketing client begins to clarify the details that interest him. This may lead to the beginning of storming. However, it can be difficult for the manager to manage this process, since he has already put forward an ideal offer from his point of view. It will become the first subject of discussion in storming and will probably be rejected.
If everything is done correctly, the manager’s actions are practically unnoticeable: the client can consider that he has made his own decision.
Risk of re-storming
There is a risk of repeating the conflict stage if new circumstances arise during the process. As a result, the participants cannot continue the storming process, as they need to study new factors. This leads to another formation.
As a rule, new circumstances arise due to incomplete shaping at the start. If the goal is to conduct storming in a limited time, for example, within one meeting, then returning to shaping can completely change the course of the event. For example, the participants in the discussion can start a conflict in the absence of the leader. In this case, it is advisable to interrupt the meeting and set another date for it.
Risk of re-storming
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The better the formation, the better. In addition, storming should be planned in detail. This is necessary to ensure the stability of the composition of participants and to maintain the information field throughout the process.
Amplitude
Storming can be greatly enhanced by conducting a deeper and more positive formation. A good first stage convinces participants of the need for active participation in the second, which ultimately leads to a more enjoyable performance.
The client's key contacts always make decisions without the participation of the sales manager. They must effectively perform their planning tasks assigned by the specialist. For this, the following conditions are necessary:
high-quality formation without any gaps;
deep storming in which all decision-making participants are actively involved;
a proposal voiced in a timely manner at the norming stage.
At the end of the process, participants will receive a pl