Negotiating and influencing others September 2015
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This document provides an overview of negotiating and influencing others. It begins with definitions of negotiation and influence. It then discusses the importance of involvement and influence in organizations and tactics for influencing people like using reason, friendliness, or appealing to higher authority. Approaches to influencing others include assertive persuasion, rewarding good behavior, and developing trust. The document also covers principles of persuasion, competencies for becoming more influential, managing one's boss, conducting negotiations, dealing with stressful negotiations, and roles of mediators in resolving disputes.
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Negotiating and influencing others September 2015
- 1. All you want to know about negotiating and influencing others by Toronto Training and HR September 2015
- 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-10 Involvement and influence 11-12 Tactics used to influence people 13-14 Approaches to influencing 15-16 Influence and the six principles of persuasion 17-18 Competencies to develop in order to become more influential 19-20 Influential experts 21-22 Aspects of personal power and influence 23-24 Managing your boss 25-26 Basic points of consensual negotiations 27-28 Factors which limit consensual negotiation 29-31 Warming up for negotiations 32-33 Approaches to negotiation 34-35 Why is negotiation so stressful? 36-37 Pay negotiations 38-40 Negotiating and dealing with Chinese business partners 41-42 Effective negotiations with VC organizations 43-44 Mediation 45-46 Roles and functions of mediators 47-49 Questions asked by a mediator 50-51 Conclusion, summary and questions Page 2
- 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
- 6. Definitions • Negotiating and negotiation • Influencing and influence Page 6
- 7. Page 7 Involvement and influence
- 8. Involvement and influence 1 of 3 • Involvement and influence • Why are they important? • What happens when they are lacking? • How can they be improved? Page 8
- 9. Involvement and influence 2 of 3 • Appropriateness • Acceptability • Accessibility • Effectiveness • Efficiency • Safety Page 9
- 10. Involvement and influence 3 of 3 Actions to be taken • Norms, values and practices of the work environment • Training and development initiatives • Communication strategies and approaches • Formal policies and programs Page 10
- 11. Page 11 Tactics used to influence people
- 12. Tactics used to influence people • Reason • Friendliness • Coalition • Bargaining • Forcefulness • Higher authority • Sanctions Page 12
- 13. Page 13 Approaches to influencing
- 14. Approaches to influencing • Assertive persuasion • Reward and punishment • Participation and trust • Common vision Page 14
- 15. Page 15 Influence and the six principles of persuasion
- 16. Influence and the six principles of persuasion • Liking • Reciprocity • Social proof • Commitment and consistency • Authority • Scarcity Page 16
- 17. Page 17 Competencies to develop in order to become more influential
- 18. Competencies to develop in order to become more influential • Trailblazing • Toolmaking • Teamwork • Translation Page 18
- 20. Influential experts • Compliance champions • Business partners • Technical champions • Engaged toolmakers Page 20
- 21. Page 21 Aspects of personal power and influence
- 22. Aspects of personal power and influence • Authority • Presence • Impact Page 22
- 23. Page 23 Managing your boss
- 24. Managing your boss • Make sure you understand your boss and his or her context • Assess yourself and your needs • Develop and maintain the relationship Page 24
- 25. Page 25 Basic points of consensual negotiations
- 26. Basic points of consensual negotiations • Separate the people from the problem • Concentrate on interests and not on positions • Develop options that benefit both sides • Insist on using some objective criteria for evaluating the options Page 26
- 27. Page 27 Factors which limit consensual negotiation
- 28. Factors which limit consensual negotiation • Intractable nature of some conflicts • Major power differences • Protracted or deep-rooted issues Page 28
- 29. Page 29 Warming up for negotiations
- 30. Warming up for negotiations 1 of 2 • How do you want to feel going into the negotiation? • Why do you want to feel that way? • What can you do beforehand to put yourself in an ideal emotional state? • What can throw you off balance during a negotiation? Page 30
- 31. Warming up for negotiations 2 of 2 • What can you do in the midst of a negotiation to regain your balance? • How do you want to feel when you are finished? Page 31
- 32. Page 32 Approaches to negotiation
- 33. Approaches to negotiation • Normative or prescriptive approach • Individual differences approach • Structural approach • Cognitive or information processing approach Page 33
- 34. Page 34 Why is negotiation so stressful?
- 35. Why is negotiation so stressful? • Lack of control • Unpredictability • Absence of feedback Page 35
- 37. Pay negotiations • Perception of managers • Balancing power in negotiations • They pay more next door… • Empowering and equipping managers • Value the job, value the person Page 37
- 38. Page 38 Negotiating and dealing with Chinese business partners
- 39. Negotiating and dealing with Chinese business partners 1 of 2 • Cultural differences • Adjusting the mindset • Building and maintaining relationships (guanxi) • Managing face (mianzi) • Conflicts • Etiquette • Legal considerations Page 39
- 40. Negotiating and dealing with Chinese business partners 2 of 2 Different approaches to negotiation • Preliminary discussions/approach • Information exchange • Means of persuasion • Terms of agreement Page 40
- 41. Page 41 Effective negotiations with VC organizations
- 42. Effective negotiations with VC organizations • Leverage • Trust • Value • Understanding Page 42
- 44. Mediation • Content, process and people • Advantages of a mediator • Disadvantages of a mediator • Direct dealing and non-direct dealing • Impartiality and neutrality • Mediating in a team Page 44
- 45. Page 45 Roles and functions of mediators
- 46. Roles and functions of mediators • Opener of communication channels • Legitimizer • Process facilitator • Problem explorer • Agent of balance (or reality) • Networker Page 46
- 47. Page 47 Questions asked by a mediator
- 48. Questions asked by a mediator 1 of 2 • What are the issues in dispute? • Who are the parties? • What are the facts relevant to resolving the problem? • Is there any additional information or documentation to share? • What are the positions of the various parties? • What are the interests, needs and concerns? Page 48
- 49. Questions asked by a mediator 2 of 2 • What are the alternatives to a negotiated/mediated outcome? • What options are available to resolve the situation? • Is there anything else to be considered in finalizing an agreement? • Can you anticipate any challenges regarding implementation of the desired agreement? Page 49
- 50. Page 50 Conclusion, summary and questions
- 51. Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions