Coaching practices for Notice Period and Conflict of Interest
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Notice Period and Conflict of Interest, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- Someone senior just found out about a change after the fact and was hurt they were the last to know
- When I quietly decline meetings to protect my focus time it comes across as me being unavailable or standoffish, and I keep having to re-negotiate it one request at a time
- It’s turned into a pure contest of who’ll budge first, and I hate that whoever caves just loses face
- The numbers actually work and yet they still won’t budge, and I keep sweetening the offer to no effect
- We’ve just shaken hands on something we both accepted, but I have this nagging sense the deal isn’t as good as it could be for either of us
Practices that may help
- Inform stakeholders before they ask, not after they complain
I’s are one-way — they receive information; the cost of surprising them is always higher than the cost of telling them.
The RACI Matrix, Made Practical - Communicate your schedule mode to collaborators
Tell your team when you are in maker mode and what that means for response times.
Maker vs Manager Schedule - Insist on objective criteria to evaluate options
Agree on an independent standard — market rate, precedent, expert opinion — before applying it to the specific deal.
Principled Negotiation, Made Practical - Distinguish substantive, procedural, and psychological interests
The interest behind a position is often not about the money or the terms — it may be about face, fairness, or control.
Interests vs. Positions: The Core of Integrative Negotiation - Propose a post-settlement settlement to optimize an agreed deal
After reaching a deal, offer to see if you can both do better — many agreements leave joint value on the table.
ZOPA: The Zone of Possible Agreement - Disclose your own interests explicitly — not just your positions
Stating what you actually need — not just what you’re asking for — opens the door to creative solutions you couldn’t have imagined asking for.
Interests vs. Positions: The Core of Integrative Negotiation - Ask "why" before proposing any solution
Understand the interest driving a position before generating any solution — solutions invented before interests are understood usually solve the wrong problem.
Interests vs. Positions: The Core of Integrative Negotiation - Competing (assertive, uncooperative)
Pursue your own position firmly when speed, principle, or stakes outweigh the relationship cost.
The Five Conflict-Resolution Styles - Handling external interruptions
Use the inform–negotiate–schedule–call-back protocol to protect the sprint.
The Pomodoro Technique, Made Practical - Use Competing when speed or safety matters more than buy-in
Competing — high assertive, low cooperative — is appropriate when the decision is urgent, high-stakes, and not open for debate.
The Thomas–Kilmann Conflict Mode Instrument (TKI)
Related concerns
- Bids During Conflict
Bids happen in the middle of arguments — recognizing them mid-fight changes everything.
Turn toward during conflict, not just during calm
- Disclose Interests Negotiation
Reveal interests (not your bottom line) so both sides can find the better deal.
Share information to unlock value
- Fisher Ury Interests
A position is what someone says they want ("I need $80,000"); an interest is why they want it ("I need to cover my expenses and feel valued"). Fisher and Ury’s insight in Getting to Yes is that positions in direct conflict often mask compatible interests — and that negotiating on interests rather than positions is the main lever for creating agreements that satisfy both parties rather than splitting the difference.
- How To Uncover Interests In Negotiation
Understand the interest driving a position before generating any solution — solutions invented before interests are understood usually solve the wrong problem.
Ask "why" before proposing any solution
- Interest Based Bargaining
Give the counterpart what they care most about; get what you care most about — logrolling is only possible when interests differ.
Trade across issues where each side has different priorities
- Interest Based Negotiation
Ask why a position is taken — the underlying interest is almost always more negotiable than the stated demand.
Focus on interests, not positions
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