chapter 5 gaining leverage through power and persuasion
TRANSCRIPT
Chapter 5Chapter 5
Gaining Leverage Gaining Leverage Through Power and Through Power and
PersuasionPersuasion
Leverage in NegotiationsLeverage in Negotiations
If leverage is perceived as If leverage is perceived as balancedbalanced – the – the parties parties bargaining powerbargaining power is balanced is balanced
If If unbalancedunbalanced – the negotiation process – the negotiation process and outcome may be affected and the and outcome may be affected and the party with greater power may choose a party with greater power may choose a win-lose approach, and not a mutual-win-lose approach, and not a mutual-gains approachgains approach
A party’s A party’s BATNA = greatest source of BATNA = greatest source of powerpower
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Negotiation SkillsNegotiation Skills Skill 5.1: Use your Skill 5.1: Use your BATNABATNA Skill 5.2: Recognize the Skill 5.2: Recognize the sources of sources of
powerpower (both sides) (both sides) Skill 5.3: Marshal Skill 5.3: Marshal persuasive argumentspersuasive arguments
to support your interests/positionsto support your interests/positions Skill 5.4: Use Skill 5.4: Use verbal and nonverbalverbal and nonverbal
communication to persuadecommunication to persuade Skill 5.5: Use Skill 5.5: Use threatsthreats to gain to gain
concessionsconcessions
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Chapter Case: Death in a Chapter Case: Death in a Police Excessive Force Police Excessive Force
IncidentIncident Wilma filed a wrongful death lawsuit when her Wilma filed a wrongful death lawsuit when her
husband James, an 18-year-old African husband James, an 18-year-old African American male, was shot and killed by Officer American male, was shot and killed by Officer JonesJones
Officer Jones believed James was pulling a gun Officer Jones believed James was pulling a gun (he was not) and shot him in the back(he was not) and shot him in the back
African American communities were angered African American communities were angered when the grand jury failed to indict Joneswhen the grand jury failed to indict Jones
Wilma sued Officer Jones for negligent Wilma sued Officer Jones for negligent homicidehomicide
Jones offered to settle for $350,000Jones offered to settle for $350,000 Negotiation meeting: Wilma refused the Negotiation meeting: Wilma refused the
$350,000 and countered with $3,000,000$350,000 and countered with $3,000,000
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Leveraging Power from Leveraging Power from Your BATNAYour BATNA
In negotiations:In negotiations: PowerPower = ability to induce the other party to = ability to induce the other party to
settle for lesssettle for less Leverage Leverage = the use of power to achieve = the use of power to achieve
goalsgoals Power is relational – derives from the Power is relational – derives from the
relationship of the parties to the relationship of the parties to the situationsituation
The ability to walk away (BATNA) = the The ability to walk away (BATNA) = the most essential bargaining powermost essential bargaining power
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Leveraging Power from Leveraging Power from Your BATNA (cont.)Your BATNA (cont.)
BATNA is “in the eye of the beholder”BATNA is “in the eye of the beholder” BATNA is a BATNA is a perceived valueperceived value Thus, if the other party perceives Thus, if the other party perceives
your BATNA is greater then you have your BATNA is greater then you have leverageleverage
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Power and PersuasionPower and Persuasion
In any negotiation BOTH parties bring In any negotiation BOTH parties bring bargaining power to the tablebargaining power to the table
The negotiation outcome, to some The negotiation outcome, to some extent, depends on the power balanceextent, depends on the power balance
Possible power situations:Possible power situations: BalancedBalanced A B A B
A power advantage A BA power advantage A B
B power advantage A BB power advantage A B
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If Your BATNA Is InferiorIf Your BATNA Is Inferior
If the parties believe your BATNA is If the parties believe your BATNA is inferior to the other party’s BATNA:inferior to the other party’s BATNA: Keep your BATNA concealed, increase Keep your BATNA concealed, increase
its perceived strengthits perceived strength Weaken the other party’s BATNA – thus Weaken the other party’s BATNA – thus
balance the seesawbalance the seesaw Team up with other parties to increase Team up with other parties to increase
your BATNAyour BATNA
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If Your BATNA Is Inferior If Your BATNA Is Inferior (cont.)(cont.)
How can these alternatives be How can these alternatives be achieved during negotiations?achieved during negotiations? Introduce new informationIntroduce new information Seek a new outside option to a Seek a new outside option to a
settlementsettlement Seek a third party’s opinionSeek a third party’s opinion Alter the other party’s Alter the other party’s perceptionperception of of
your BATNAyour BATNA
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Sources of PowerSources of Power
1.1. RewardReward: Raises, perks, promotions: Raises, perks, promotions
2.2. CoerciveCoercive: Punishment, firing, walk : Punishment, firing, walk awayaway
3.3. LegitimateLegitimate: Position, approval : Position, approval authority authority
4.4. ExpertExpert: Specialized knowledge: Specialized knowledge
5.5. ReferenceReference: Charisma, charm: Charisma, charm
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Leveraging Power Through Leveraging Power Through PersuasionPersuasion
Principles of persuasion that can be used to Principles of persuasion that can be used to alter the other party’s viewpoint:alter the other party’s viewpoint:
1. 1. Frame the questionFrame the question that is vital – that is vital –
present it in the most favorable lightpresent it in the most favorable light
2. Marshal 2. Marshal persuasive argumentspersuasive arguments to to
answer that questionanswer that question
3. Choose the 3. Choose the most persuasive argumentmost persuasive argument
to support your positionto support your position
4. Match4. Match nonverbalnonverbal communication to the communication to the verbalverbal
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Personality Types
Common Nonverbal Behaviors
Creating Persuasive Creating Persuasive ArgumentsArguments
Three keys (according to Aristotle):Three keys (according to Aristotle): PassionPassion (Pathos): focus on emotions (Pathos): focus on emotions
Example: appeals to fairness, reciprocityExample: appeals to fairness, reciprocity LogicLogic (Logos): focus on information (Logos): focus on information
Example: mathematical estimates, pros and Example: mathematical estimates, pros and cons of an actioncons of an action
CharacterCharacter (Ethos): focus on the person (Ethos): focus on the person Example: Cite their reputation for Example: Cite their reputation for
honesty, fairness, authorityhonesty, fairness, authority
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Using Persuasive Using Persuasive LanguageLanguage
Tactics that make an argument persuasive:Tactics that make an argument persuasive:1.1. MetaphorMetaphor: A powerful way to convey meaning from : A powerful way to convey meaning from
one thing to anotherone thing to another
2.2. HumorHumor: Can create a positive atmosphere, or : Can create a positive atmosphere, or diffuse a tense momentdiffuse a tense moment
3.3. Using propsUsing props: Visual people respond better to images : Visual people respond better to images and words than verbal communications. Props can and words than verbal communications. Props can focus the discussion easilyfocus the discussion easily
4.4. StorytellingStorytelling: Conveys the interests behind the : Conveys the interests behind the positionposition
5.5. Focus on other party’s perspectiveFocus on other party’s perspective: Use either a : Use either a central route – encourage content, or peripheral central route – encourage content, or peripheral route – using throwaways, friendly/flattering route – using throwaways, friendly/flattering behaviorbehavior
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Tools for Persuasive Tools for Persuasive CommunicationCommunication
Successful negotiators create leverage through Successful negotiators create leverage through persuasivepersuasive Verbal communicationVerbal communication: direct single dialogue to : direct single dialogue to
present a position, followed by silence (use tone, present a position, followed by silence (use tone, pitch, and volume of your voice to convey meaning)pitch, and volume of your voice to convey meaning)
Nonverbal communicationNonverbal communication: can add emphasis : can add emphasis through body language, facial expressions, actionsthrough body language, facial expressions, actions
KinesisKinesis: posture and physical movements (standing up, : posture and physical movements (standing up, circling, walking out)circling, walking out)
Eye movementEye movement: maintain eye contact to convey security, : maintain eye contact to convey security, truthfulnesstruthfulness
Facial expressionFacial expression: can express anger, happiness, fear, : can express anger, happiness, fear, concern, etc., but also can be misreadconcern, etc., but also can be misread
GesturesGestures: can be misread: can be misread Time and spaceTime and space: arriving on time, pleasant meeting space : arriving on time, pleasant meeting space
send cuessend cues
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Persuasion Through Persuasion Through ProcessProcess
Process techniques to shape the other Process techniques to shape the other party’s perceptionparty’s perception
1.1. Identify the decision makerIdentify the decision maker: take the : take the discussion to themdiscussion to them
2.2. Address needs of individual team membersAddress needs of individual team members if the interests of the groups are diffusedif the interests of the groups are diffused
3.3. Frame the issue in terms of achieving Frame the issue in terms of achieving common good for both partiescommon good for both parties, or meeting , or meeting shared core valuesshared core values
4.4. Share the diagnosisShare the diagnosis of the problem to of the problem to create support from both partiescreate support from both parties
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Leveraging Power Leveraging Power Through Pressure TacticsThrough Pressure Tactics
Key concepts:Key concepts: Power is always relative – the Power is always relative – the power balancepower balance
between parties is criticalbetween parties is critical Power can be Power can be real or perceivedreal or perceived Self-confidenceSelf-confidence gives one power gives one power Belief that Belief that power will be usedpower will be used can make it can make it
unnecessary to existunnecessary to exist Power can be Power can be limitedlimited by outside influences by outside influences Ends and meansEnds and means can’t be separated can’t be separated Exercising power involves Exercising power involves risks and costsrisks and costs Balance of power may Balance of power may changechange
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