Persuasion Styles Assessment

Distinct Persuasion Roles Driver

High-volume Announce their own perspective Perceived as demanding Terrorize an office or be effective

Andy Grove On-time meetings Constructive

confrontation Treat people like

doormats but only if they behaved like doormats

Distinct Persuasion Roles Commander

Lower volume Self-oriented perspective Position of quiet confidence and credibility Gives few signals Keeps his/her counsel Premium on decision control

Distinct Persuasion Roles Promoter

Higher volume Other-oriented perspective Played ineffectively- “slick willie” Played effectively-wide circle of relationships

Distinct Persuasion Roles Chess player

Lower volume Other-oriented perspective Operates on interests, relationships, politics Manage strategic encounters behind the scenes What makes people tick Not too accommodating or passive

Distinct Persuasion Roles Advocate

Moderate volume Balance self/other orientation Comes from experience and judgment Strives for balance Persistence without shouting Mindful of the audience without

shouting

Sam Walton’s PerspectiveMaintaining His Staffs Balance

““Be a first rate version of yourself, not a Be a first rate version of yourself, not a second rate version of someone else”second rate version of someone else”

Stashi Kiwis

Two-party negotiation: Dr. Jamison and Dr. Bloom each wish to purchase a supply of Stashi Kiwis.

They must negotiate with one another, in order to prepare an offer to Mr. Carmichael for the Stashi Kiwis.

Prepare individual roles.

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Kiwi Wisdom

Learn to determine whether a situation is collaborative or competitive in nature … and then act accordingly, in terms of deciding how much to say, how much to conceal, and when.

SituationBackgroundAssessmentRecommendation

Engage

Stages of Negotiation Preparing Probing Proposing Closing

Stages of Negotiation – Preparing Six Key Elements

Bargaining Styles Goals and Bottom Line Distributive vs. Mutual Gain Style Self Assessment Style Interaction Relationships

Bargaining Styles Bargaining style preference relates to conflict

resolution Five styles, most people employ a mix

Avoider-hates/avoids conflict Compromiser-relationship is primary Accommodator-solves others problems Competitor-I win, you lose Problem solver-“pie stretchers” seek win/win

Avoider Compromiser Accommodator Competitor Problem Solver

Avoider + +

Compromiser + + +

Accommodator + + +

Competitor + +

Problem

Solver+ + + +

Style Interaction

The Table Test Big round table with nine strangers The Offer:

$1000 to each of the first two people who can convince the person sitting opposite to get up, come around the table, and stand behind his or her chair

Think of the first thoughts that enter your mind

The Table Test-Options Avoider-won’t play Compromiser-50/50 to person opposite Accommodator-jump up and stand behind Competitive-force other person to run Collaborative-let’s both get moving

Relationships Above all honor these Similarity and liking Mutual needs Levels

Rapport Reciprocity Trust

Facilitators E-mail Phone One on one

San Francisco slugger Barry Bonds MLB single-season home run ball Alex Popov caught ball in glove Patrick Hayashi caught it as it fell out of glove Lawsuit Whale hunting claim-first hunter to harpoon

whale got to keep it Are baseballs like whales?

Baseball and Whales

Stages of Negotiation - Probing Reciprocal exchange of information about the

problem under discussion The more you know and understand, the better you

will be able to structure a concession strategy Define the behaviors

Assertive Aggressive Accommodating

Questions ThreateningJudgementalInformationClarifying

SummarizingFeelings

Stages of Negotiation - Proposing Concrete proposal to offer a solution The opening

Anchor effect if you propose first Understand range of solutions

Managing the “give and take” Concession bargaining Package deal Idea selling/no haggling

The Starting Salary

Anchor Effect

Who goes first?

Concession bargaining

Package deal

Idea-selling

Google

State Your Case: The Pitch

Geek Culture

The Power of “Because”

The Power of “Because” “Excuse me, I have five pages. May I use the Xerox

machine?” Success rate____ “Excuse me, I have five pages. May I use the Xerox machine

because I am in a rush?” Success rate____ “Excuse me, I have five pages. May I use the Xerox machine

because I have to make copies?” Success rate____ “Excuse me, I have twenty pages. May I use the Xerox

machine?” Success rate____ “Excuse me, I have twenty pages. May I use the Xerox

machine because I am in a rush?” Success rate____

The Power of “Because” “Excuse me, I have five pages. May I use the Xerox

machine?” Success rate “Excuse me, I have five pages. May I use the Xerox machine

because I am in a rush?” Success rate “Excuse me, I have five pages. May I use the Xerox machine

because I have to make copies?” Success rate “Excuse me, I have twenty pages. May I use the Xerox

machine?” Success rate “Excuse me, I have twenty pages. May I use the Xerox

machine because I am in a rush?” Success rate

60%

94%

93%

24%

42%

Stages of Negotiation - Closing Secure an agreement Confirm agreement Goals in sync Stake in the Ground

Written agreement Witnesses Public announcement Performance benchmarks Periodic review

Gaining Individual Commitment Sign on the lawn-Foot in the door Massive, poorly designed sign public-service

billboard to be erected on their lawn Two weeks earlier a volunteer secured

agreement with 3 sq inch sign 76% who received pre-visit let sign stay 17% who did not receive pre-visit let sign

stay

The $20 Bill Auction

Negotiation Strategy

The rules of silence are in effect.

The first bid has to be an even dollar.

Subsequent bids have to be in one-dollar increments.

Bidders cannot bid twice in a row.

The highest bidder is awarded the twenty.

The second-highest bidder has to pay the bank his or her final bid.

Self-Awareness The more that we know about how we ourselves respond to

conflict, the more effective we will become in conflict situations.

Extraordinary negotiators are self-aware. They know what upsets or disturbs them, and what makes them anxious. They recognize the signals. And they know how to react in ways that enable them to remain effective.

The most effective bargaining style is one that matches the bargaining situation.

Greedfearsuicidal vengefulness

Colin Powell’s Rules

“Avoid having your ego so close to your position that when your position falls, your ego goes with it.”

Ready, Fire, Aim Negotiaphobia The Queen Channels of Influence Persuasion principles Persuasion Styles and Roles Kiwi Wisdom SBAR Stages of Negotiation

Ready, Fire, Aim Stages of Negotiation

Preparing, Probing, Proposing, Closing Commitment Self-awareness

Hans Monderman-Dutch Traffic Engineer

Designs intersections with no: Stop lights Signs Painted center lines Speed bumps Defined pedestrian crossings

People look out for themselves when given full responsibility

Shared Social Space The “Organization”

Traffic lights and stop signs Standard operating procedures Policies Memos Navigate

Right people Avoid obstacles Conflicting interests hostile beliefs cultural missteps Political minefields