You're listening to Business English Pod, the Business English podcast for professionals on the move.
Hello, and welcome back to Business English Pod.
My name's Edwin, and I'll be your host for today's lesson on negotiating solutions during a project.
Wouldn't it be nice if every project went exactly as planned? but that's simply not realistic.
Projects are just as diverse as the people involved, and every project runs into hurdles, challenges or even major breakdowns.
Good planning can help avoid some of these issues, but it's more than likely that you'll need to use your problem solving skills at some point.
Some of these problems might be with your project team, but others could involve the client.
In many cases, this means something comes up mid-project that neither of you anticipated.
Lack of information, timeline issues, scope changes.
There are a thousand different issues that might come up that will test your project management skills.
Solving these kinds of problems will require more than just basic project management English.
For starters, you may need to explain different options to the client, but you'll need to be careful to avoid liability when you can, and you might also need to resist committing to a timeline.
These are important aspects of English for negotiating a solution.
And that word solution is the key.
Your goal is to get to a solution that you can both agree to, so that the project can still meet its original goals.
And just like in any negotiation, that will probably involve proposing a compromise.
Of course, agreements should be put in writing, so you'll have to document any solutions you agree on.
In today's dialogue, we'll hear Jill, a project manager with a software developer.
They've been building a new system for a logistics company.
Jill is talking with Liam, the IT manager for the client, about a problem that has come up near the end of their project.
Jill needs to negotiate a good solution to the problem.
As you listen to the dialogue, try to answer the following questions.
One, what are the options Jill lays out at the start of the meeting?
Two, when Liam asks about how long it will take, how does Jill respond?
Three, what is the compromise solution that Jill suggests?
Yeah.
Well, based on that, I think there's a couple of ways we can go on this.
Yeah?
What do you have in mind?
And how long do you think this is going to set back our launch?
Hard to say, really.
Depends on how we go about it.
I mean, you guys could take care of this yourselves.
Or have the guys who built your previous system do it.
Alternatively, we could work out an hourly rate for our developers to sync the data.
Whoa, hold on a sec.
This is the thing I'm not really clear on.
I mean, getting the data synced is an integral part of implementing the new system, isn't it?
So I would have thought this is already included in the contract.
Yeah, I see your point.
But we're dealing with two separate systems here.
Our software, and the legacy system.
And the issue here is with the legacy system.
Specifically, GPS coordinates.
Well, GPS wasn't really standard back then.
Still.
I'm actually very surprised they didn't bring this up in any of our meetings, as they knew this would be an issue.
In any case, this introduces something new.
There's now a lot of data that needs to be entered manually and that really wasn't anywhere in the project specs.
In fact, I remember we talked specifically about needing data from the legacy system and you guys said you'd take care of it.
Okay, I get that.
Still, I'm curious exactly how much time are we talking about?
We really need to get this done in a day or two or it's going to mess up our schedule.
Well, I wish it was just a day.
Can't really say until we dig in there.
But unlikely to be just a couple of days.
It's going to take some time.
Well, to be honest, I'm not really comfortable asking the Spintech guys to do that.
For various reasons.
At the same time, I've got to think about costs.
And you're talking an hourly rate for your developers, but you have no idea how long it'll take.
See what I'm saying?
Yeah, okay.
Then what about this?
Give us half a day to figure out what's involved, and then we'll roll that half a day into a fixed fee.
That way we'll take out some of those question marks, and you'll know the job is done right.
By us.
Okay, that sounds reasonable.
I'll need to check with Zara on this, but I think a fixed fee is definitely the way to go.
And just to reiterate, we really don't want this to cause a huge delay.
For sure.
Understood.
We'll do what we can.
Now, I think it's easiest just to do a contract addendum.
I can write that up.
Then you can take it to Zara.
Sound okay?
Okay.
Yes, that sounds fine.
And if you can get that to me as soon as possible, I'd appreciate it.
Now let's go through the dialogue again and look at the language and techniques Jill used to negotiate a solution with Liam.
We join the meeting after Jill has explained the problem and is about to propose some solutions.
Yeah.
Well, based on that, I think there's a couple of ways we can go on this.
Yeah?
What do you have in mind?
And how long do you think this is going to set back our launch?
Hard to say, really.
Depends on how we go about it.
I mean, you guys could take care of this yourselves.
Or have the guys who built your previous system do it.
Alternatively, we could work out an hourly rate for our developers to sync the data.
Jill has come to the meeting prepared.
She's already determined two different ways to go or options to choose from.
From the start, she's controlling the conversation.
And when Liam asks how long of a delay it will create, she doesn't give a direct answer.
In any kind of negotiation, even if you're just solving a problem, it's good not to promise too much too soon.
It's also important to lay out the possible solutions very clearly, as Jill does.
She says very directly that Liam's company could do the extra work or her team could do it for a fee.
What are some other ways to lay out options when negotiating a solution?
Let's practice a few more examples.
We could change the contract or help you find someone else to do the work.
Either we write that piece of work out of the contract or we change the timeline.
A couple of possibilities here.
We can adjust the price upward or cut out a few activities.
One way to go is use cheaper materials.
Alternatively, we could revise the designs.
Let's hear how Liam responds to the options Jill has laid out.
Whoa, hold on a sec.
This is the thing I'm not really clear on.
I mean, getting the data synced is an integral part of implementing the new system, isn't it?
So I would have thought this is already included in the contract.
The problem they're dealing with is the data from the old system isn't syncing or updating with the new system.
Liam suggests that the problem is just part of the project and contract.
This would mean Jill's company has to take care of it.
This is a crucial point.
When you're negotiating solutions, it's very important to determine who is responsible for doing what.
So let's hear how Jill deals with Liam's concerns.
Yeah, I see your point.
But we're dealing with two separate systems here.
Our software and the legacy system.
And the issue here is with the legacy system.
Specifically GPS coordinates.
Well, GPS wasn't really standard back then.
Still.
I'm actually very surprised they didn't bring this up in any of our meetings, as they knew this would be an issue.
Jill begins with a very useful way of disagreeing, which we can call the yes-but approach.
She starts by saying she understands, then says but, and explains her point.
The problem, she says, is with the legacy system, or the old system Liam's company was using.
Jill goes on to say she's surprised that the company that built the legacy system didn't bring this up or mention it.
In this way, she's clearly placing the blame or responsibility on this other company.
At the same time, she's avoiding liability for her own company.
When you're negotiating a solution in a project, you need to make it clear when your site isn't liable for a change or a new expense.
Let's try some other ways of avoiding liability.
Well, the real problem is the work done by the cement company.
We're not really responsible for weather-related delays or accidents.
There's only so much we can do with your old system.
We can't really guarantee that the price of materials won't go up over time.
Now let's get back to the dialogue, as Jill explains her position even further.
In any case, this introduces something new.
There's now a lot of data that needs to be entered manually and that really wasn't anywhere in the project specs.
In fact, I remember we talked specifically about needing data from the legacy system and you guys said you'd take care of it.
Okay, I get that.
Still, I'm curious exactly how much time are we talking about?
We really need to get this done in a day or two or it's going to mess up our schedule.
Well, I wish it was just a day.
Can't really say until we dig in there.
But unlikely to be just a couple of days.
It's going to take some time.
Again, Jill is being very clear about who is responsible for the issue that has come up.
She explains that entering the data is not part of the project specs or the activities laid out in the project contract.
And her direct approach has worked, because Liam finally accepts her position.
However, Liam is still concerned about the timeline and schedule.
And just as before, Jill is careful not to promise anything.
She does say it probably won't be just a couple of days, but she resists committing to a clear timeframe.
This is a safe approach.
If she promised a quick resolution, she might end up disappointing her client.
Let's run through some more ways of resisting committing to a fixed timeline when negotiating a solution.
We can try for two weeks, but we'll have to see how things go.
I'm really not sure how long, but maybe a month, maybe two.
We'll have to look at what's involved and then figure out a reasonable timeline.
Six weeks?
I can't say for sure if that's what it'll take.
At this point, Liam finds himself in a difficult position, as we can hear.
Well, to be honest, I'm not really comfortable asking the Spintech guys to do that, for various reasons.
At the same time, I've got to think about costs.
And you're talking an hourly rate for your developers, but you have no idea how long it'll take.
See what I'm saying?
Liam feels stuck because he wants Jill's company to do the work, but he also wants to know how much it will cost.
Now it's up to Jill to help figure things out.
Yeah, okay.
Then what about this?
Give us half a day to figure out what's involved, and then we'll roll that half a day into a fixed fee.
That way we'll take out some of those question marks, and you'll know the job is done right by us.
Negotiating a solution doesn't just mean stating your position clearly and waiting for the other side to accept it.
You have to be willing to compromise.
Jill has been clear about her position, but she also understands Liam's situation.
So she comes up with a compromise solution that should satisfy both sides.
To propose her solution, she uses the language of suggestion, saying, what about this?
Then she states the solution and emphasizes the benefits.
Let's practice some more ways of introducing a compromise solution.
Okay, so how about we install the new system and leave the old one out of it?
What about this?
We'll redo the front page for an extra 500.
Maybe then we could push to finish everything but the second floor offices by the weekend.
Well, if you can't afford any added costs, we could just change the timeline.
So what does Liam think of Jill's proposed solution?
Okay, that sounds reasonable.
I'll need to check with Zara on this, but I think a fixed fee is definitely the way to go.
And just to reiterate, we really don't want this to cause a huge delay.
Liam accepts Jill's suggestion, which means there's just one more thing for Jill to take care of.
Let's listen.
For sure.
Understood.
We'll do what we can.
Now, I think it's easiest just to do a contract addendum.
I can write that up.
Then you can take it to Zara.
Sound okay?
Yes, that sounds fine.
And if you can get that to me as soon as possible, I'd appreciate it.
Once you've negotiated a solution, you need to put it in writing.
So Jill says she'll write up or prepare a contract addendum.
That's just an addition or extra agreement attached to an existing contract.
Documenting solutions or changes is just as important as creating a good contract at the start of a project.
Everyone should know who's doing what and how much it costs.
What are some other ways we can document solutions?
Let's practice a few more examples.
I'll need to put all this in writing and then run it past our lawyer.
Probably easiest to do up a completely new contract that includes these changes.
Could you give all this to me in an email just so I've got a record of the discussion?
I can just attach an addendum to the original contract and we can both sign off on it.
So Jill has effectively negotiated a solution to a problem that came up during the project.
She was very clear in her position and didn't give away too much.
And she was able to put forward a compromise solution that satisfied both sides.
Now let's practice some of the language we learned in today's lesson.
Imagine you work for a web design company and you're talking with a client.
The client has changed his mind about one part of his new website and you're working out a solution.
You'll hear a cue from the client, then I'll give you a suggestion for what you can say in response.
We'll guide you through each step in the practice and provide an example answer for each response.
Ready?
Let's give it a go.
I really think we need some new images for the home page.
First, say the client could provide the images or pay you to create them.
Answer.
Okay, so could you provide these yourself or pay us to create them?
Um, but aren't images just part of the work of building the website?
Next, say that images are important, but your agreement didn't include creating new ones.
Answer.
Yes, images are important, but our agreement didn't include making new ones.
Okay, then.
So, how long do you think it will take to do this?
Now say that it's difficult to say exactly, but maybe a week.
Answer.
It's hard to say exactly how long, but maybe a week.
Oh, but that will set our launch back too much.
Isn't there another way?
Now say that you could find some stock images which would be faster.
Answer.
Well, we could just find some good stock images, which would be faster.
All right.
As long as we can find some good ones.
Let's go with that.
Finally say that you'll write up a change to the contract and send it by email.
Answer great, i'll write up a change to the contract and email it to you.
Now let's practice some of the vocabulary we've covered in this lesson.
In a moment you'll hear a series of sentences with a word replaced with a beep.
Repeat each sentence, including the missing word.
For example, if you hear looks like this is going to set us by about a week.
You can say, Looks like this is going to set us back by about a week.
After each response, we'll provide the correct answer.
Let's begin.
So what exactly do you have in for the front office area?
Answer.
So what exactly did you have in mind for the front office area?
The best thing for us would be a fixed rather than an hourly rate.
Answer.
The best thing for us would be a fixed fee rather than an hourly rate.
I'm worried there are still too many question about this plan.
Answer I'm worried that there are still too many question marks about this plan.
Let's go back and have a look at the original project of the design.
Let's go back and have a look at the original project specs of the design.
We've reached the end of this lesson, the eighth in our series on project management.
Today we've looked at negotiating solutions, which involves laying out options avoiding liability and not committing too easily to timelines.
We've also covered how to propose a compromise and document our solutions.
Thanks for listening, and see you again soon.
