mmk seminar - 7

8/17/2019 MMK Seminar - 7

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SEMINAR 7

CRISIS MANAGEMENT AND CONFLICT IN

MARITIME ACTIVITIES7.1 THE ART OF CRISIS MANAGEMENT

While we do not propose a formal definition of the word crisis, we treat anyevent that can, within a short period of time, harm your institutions constituents,its facilities, its finances or its reputation as a crisis.

Crisis management is the art of making decisions to head off or mitigatethe effects of such an event, often while the event itself is unfolding. This oftenmeans making decisions about your institutions future while you are under stressand while you lack key pieces of information.

Consistent with the overall philosophy, the key to being able to manage a

crisis is doing as much planning as practical before a crisis starts in order to bestposition you and your institution to respond to and mitigate such a situation.

What is usually called “crisis management” should be best understood aspart of a broad continuum of activities as follows:• Planning. Planning relates to getting your institution in the best positionto react to, and recover from, an emergency.• Incident Response. Incident responses are the processes that you haveput into place to ensure that your institution reacts properly and orderly to anincident as it occurs. Examples of incident response include:

a. Evacuation after a called-in bomb threatb. Denial of entry to suspicious persons

c. Calling for medical help when a child is injured in your school• Crisis Management. Crisis Management is the management andcoordination of your institutions responses to an incident that threatens to harm,or has harmed, your institutions people, structures, ability to operate, valuablesand/or reputation. It takes into account your planning and automatic incidentresponse, but must also dynamically deal with situations as they unfold, often inunpredictable ways.

7.2 CONFLICTRepresents a tense conflict occurs when two or more parts of a company

must enter into interaction to complete a task to make a decision and to achievea goal or solve a problem, but the parties’ interests are different , shares adefined negative reactions from others, and the parties are unable to resolve thecontroversy and critique each other. In this situation the warring parties influencetheir colleagues, collaborators and friends. They join the group and looksforward. As long as the conflict remains unresolved, the affected firmperformance, labor relations of those involved directly and by extension, theentire group are damaged.


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Appearance of conflict may be due to disruption of business mechanisms,violation of principles or rules of management. Drinking onset and conflict isregarded as extremely harmful to the company, energy and time, but sometimesthey can have a positive role in regulating internal mechanisms, social andeconomic aspects of the company. Conflict is defined as tense as a whole

generated by interference between two or more major problems. Theconsequence of this view is that management should not eliminate any conflict atall costs, but only those that prove real obstacles to achieving businessobjectives. In some cases conflicts can be beneficial when the situation can beused as tools for change and innovation. So the real issue to be discussed is theconflict itself, but that of how it can be channeled and managed it as a clever maneuver, even a potential conflict economically destructive and costly can betransformed the one that cost less and bring organizational advantages.

7.3 NEGOTIATIONDEFINITION: Negotiation is a decision-making between the parties

interdependent preferences not identical.The elements of an effective negotiations are as follows:1). Adopt a winning attitude that winning is a state-which constantly seeks

mutual benefit in any human interaction. This attitude leads to the adoption of agreements or solutions are mutually involved in negotiation.

2). Establishment by each party involved in negotiating favorable lastalternative, to rule on any proposal that the party with whom to negotiate. This isan alternative that provides benefits at least a portion involved in the negotiation(the last "price").

3). Identify areas of negotiation that is if it is necessary or unnecessary, if overlapping interests of both sides.

4). Value added through negotiation is a process consisting of thefollowing phases:

-Classification of interests.-Identification of options.-Design option package.-Select an option package.-Improvement of the transaction.

In literature it is considered advisable that negotiations take place at thosewho have limited authority. A negotiator in this category may prove strongenough to achieve desired results, limited authority making up a certain "power

source". A negotiator may postpone such a decision thus gaining time in which tothink of it sometimes finding business solutions that can bring in a difficultsituation. Has the opportunity to more easily said "no" and this amicably, withoutbeing accused of unfair methods or incivility. This is because he says "no" onbehalf of someone else, being someone who can not pass over, that is thegeneral manager or owner.

Often there is negotiation and upward authority, ie a certain escalation of authority, its purpose being to put approval at high levels. In such a situation that


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they negotiate is forced to repeat the arguments one at each level of authority inthe party. Such a tactic, tough in its own way, can put on any negotiating or evenboth in difficulty. Also it occasionally fails to sow discord between the negotiator and the organization he represents, negotiator and was placed in a position toreport after each question in part, that business is concluded that in fact to be

that this is not true.If authority is well prepared tactic often leads upward to the desiredresults. For it is but needs a well trained negotiator, highly prepared physically, tocope with such tactics. During the negotiations there are certain requests thatcan not be but satisfied. They are so extreme that a compromise on them seemsimpossible, but curiously, that such claims can help the negotiator to have theagreement of all members of the team, and scattered while those from the other side.

Such applications are deeply rooted in the consciousness of certainvalues of an individual, group, an ethnicity or a nation, values of nature such as:ethnic, religious, professional or economic. The introduction of such hostility

creates immediate grievance. Dangerous for the nonnegotiable demands theymake, they can wind up so much that there is real risk partners termination of any negotiations. However, most applications of this type may becomenegotiable to the extent that there are serious and long enough to accept theseideas. Psychological education in the positive traits, talents can be encouraged toacquire a new meaning to rise to the skill and craftsmanship. In other wordsnegotiator personality is formed by grinding and finishing skills that a complexprocess characterized by persistence and education of the will. In thesecircumstances their negotiators selection consists of a lengthy and complexexperiences, observations and conducted training in the general activity.

Psychological preparation will pay off only a moral personality andprofessional background. A good negotiator should however be prepared interms of psychological education, if it lacks professionally trained will always becomplexed by ignorance and by the use of Twitter, the inconsistencies, the lies,the cunning. Psychological training is both theoretical and practical. Theoreticallythis is done through periodic training and practical pedagogical input pathcandidates in different teams of negotiators, first as observers and then thecoach during training and operations of documentary materials and processessimulated negotiations.

The education process is based on psychological knowledge of individualskills, the temperament, nature and character that define personality. It willconsider the rule that most individuals are characterized by average sizedgeneral skills. Acquiring an education is important for the identification of thepersonality of the person negotiating partner in terms of its psycho-physiologicaltraits. After several individual contacts can be identified some skills gaps and thenegotiation partner, other references can be collected on his personality primarilyvizîndu the behavior and experience. In these conditions negotiator will be easier to adopt appropriate strategies and tactics in battle psychological confrontationcaused by both partners. For shipping company managers following aspects areimportant:


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a). traits and qualities negotiator representing the company. Success innegotiations depends largely on the qualities and traits negotiator. A goodnegotiator must be the owner of properties are native or acquired through athoroughly trained to be developed through personal experience and carefulobservation of others. A good negotiator must be endowed with specific traits

and native intelligence, imagination, a very good memory, courage, presence of mind, charm, ability to adapt to unforeseen situations, modesty, tact, flair, etc. ..First of all you must know that the negotiator is a person who is born, lives

and works are formed in the context of socio-economic realities, cultural andpolitical well-determined reality that is the formative elements of the profile and itscharacter. We must also note the fact that being a negotiator is not easy beingone of the most demanding. In fact, negotiation is nothing but "an unwrittencharacter and quality evaluation of negotiating". No matter how well preparednegotiations would be successful to the table is determined largely by thepersonality of the negotiator, the default size of the overlapping of its quality,selected from the following:

-Culture vast, easily in speech, mind clear and large energy reserves.-A deep and solid professional training, knowledge of negotiationtechniques, rules and their alternatives.

-Perfect-knowledge and in detail the topics and issues discussed.-Clarity in thinking, mobility in mind, adaptability to complex situations.-Capacity analysis, to listen and retain the essential, to judge the

practicality issues.-Treasurer of information in every aspect, from general to particular, the

immediate prospects, from formal to informal.-Self-reliance, power to keep cool under emotional or stress, willingness to

handle the situations.-Ability to know to negotiate under time pressure and in difficult situations

to know to gain time required to receive new instructions and take effectivedecisions.

-Ability to integrate into a team, being a good colleague and collaborator endowed with the talent to get along with people located at all levels. In the spiritof cooperation negotiations means team spirit, constructivitate, resilience andperseverance in the partner’s belief by logical arguments that prove they aredefended and interests.

-To be endowed with good sense, to be diplomatic and persuasive,honest, persistent, calm, temperate, and the opportunity to have a sense of timing.

-To be strong and flexible partner analysis of the case.-Know how to transpose the partner situation, to understand his way of

thinking.-Be able to self-control at all times, be empowered when they are in

situations of ambiguity.-To have the courage to decide the right time, and presence of mind and

sharpness means that can be detected and disadvantages of unilateral or reciprocal action reroute or delay negotiations.


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-To show attachment to the company they represent.

b). factors on which the power to negotiate.DEFINITION: bargaining power consists of all means that the negotiator can useto obtain a solution as close to their own negotiating position.

This depends on a number of objective and subjective factors, closelyrelated to the field in which the negotiations. This also applies to factors such as:-Experience of past negotiations,-Pressure negotiating team,-Information about third-degree,-Negotiating partner and the firm he represents,-Responsiveness,-Ability to take a risk,-Mode negotiation training, etc..The negotiation process participants faced personality of individuals, are

going to tilt the balance of the most skilled. A negotiation is more than a

discussion followed by an agreement signed and initialed. This is an assessmentof the quality and the negotiation participants. From this perspective, integrity,honesty and reliability are foremost elements. Integrity is really what makes thebusiness to go, being there no substitute for it. Without such a negotiation as nomatter how well prepared it is not hopeless because a negotiation should not bea developed sense of values and above all must be willing to share equally withthe other part of the current difficulties occurring.

Credibility is a quality which often is hidden in the price the customer pays.The price does not mean only money which is rather a combination of benefits. Interms of the buyer the right to check what was said or what was promised somuch part of the deal as offered for sale. Credibility involves "what is said, asthey say, especially when he says who he says". It is very difficult if notimpossible to negotiate with people who do not trust. As the honor should benoted that most negotiators want to be or at least to seem honest, reasonable,but it quite difficult. Depending on which view is the concept of honor. Thenegotiation must consider each individual, starting from its position in society andespecially the respect they enjoy and ultimately not from their material situation.The concept of justice as do the honorable and reasonable but not quantifiable.Such terms are subjective and interpreted.


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mmk seminar - 7

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