NEGOTIATION AND INFLUENCING SKILLS

FARUQ D.W.AHMED CTDO,CFE,ITF.JOS.

2nd Day, 2nd August, 2011

Learning Objectives
At the end of the session, participants should be able to: Discuss the concepts of Negotiation and Influence. Enumerate the success factors of negotiation and influence. Explain the types of power in Organizations.

Quote
Let us begin anew, remembering on both sides that civility is not a sign of weakness, that sincerity is always subject to proof. Let us never negotiate out of fear, but let us never fear to negotiate. John F. Kennedy

NEGOTIATING SKILLS
DEFINITION: Negotiation is a basic means of getting what you want from others by interactive communication designed to reach an agreement.

.Defining Negotiation
An interpersonal decision-making process by which two or more people agree how to allocate scarce resources. The Mind and Heart of the Negotiator

ACTIVITY
When did you first Negotiate ?.

 Negotiations occur for one of two reasons: 1. To create something that neither party could do on his or her own. 2. To resolve a problem or dispute between the parties.

 It is a dynamic process of adjustment by which two parties, each with their own objectives, confer together to reach a mutually satisfying agreement on a matter of common interest.

Negotiations imply the following: following:

1. There must be at least two or more parties involved. 2. There is a common interest between the parties. 3. Each party has definite goals and objectives. 4. There is adequate time for the process.

Major influences on the choice of this process: 1. Time 2. Relationship 3. Attitude 4. Issues

Activity
List the basic elements of a successful Negotiation.

Basic Elements of a Successful Negotiation: Negotiation:

1. 2. 3. 4. 5. 6. Positive Attitude Knowledge of the process An understanding of people A grasp of your subject Creativity Communication

 Successful Negotiations involve the management of intangibles as well as the resolving of tangibles, e.g. the price or the terms of the agreement. Intangibles are the underlying psychological motivations that may directly or indirectly influence the parties during a negotiation (dress, behavior, attitude, etc.).

Negotiation Process = REPA

Relate: Building a relationship Explore: Interests of both sides Propose: One concrete proposal addresses all underlying interests Agree: Compromising and creating alternatives.

 Planning for Negotiation Helps: -Avoid Surprise -Provide More Options

BATNA
Best Alternative to a Negotiated Agreement - List your alternatives - Evaluate your alternatives - Establish your best as your BATNA Have a Reservation Point the least you will accept List their alternatives their BATNA

Five keys to effective negotiation: 1. Learn to concede.

2. Recognize that people often ask for more than they expect they can get. 3. The person with the most information usually does better in a negotiation. 4. Practice makes you better. 5. Be able to walk away.

CONTD...
6. Self Confident and Patient 7. Know when to Start, Stop and the Bottom Line. 8. Aware of non-verbal communication. 9. Able to communicate effectively.

QUOTE
Never get angry. Never make a threat. Reason with people Don Corleone. The God Father.

Negotiation
Three Basic Principles of Negotiation: Relate to people as mature adults Develop double vision: Every issue has two sides. Focus on needs and desires, not on stated positions.

REQUIREMENT ALIGNMENT TOOL

 Setting Ground Rules and Agreeing Upon objective Criteria. This is the act of setting an agenda. R-A-T L-A-E-R

Bonding Process

Mistakes We All May Make!

       End of the world if it does not go through. Wanting something too much. Other side has all the power. Failing to recognize your own strengths. Getting hung up on one issue. Failing to see more than one option. Approaching negotiations with win-lose mentality.

ShortShort-term thinking that ruins longlongterm relationships.

Trying to squeeze out too much. Accepting opinions, statements, and feelings as facts. Accepting positions as final. Believing that having more authority gives you more power. Talking too much--and listening too little. Negotiating in haste.

Exercise(Role Play)
Two Teams Team A Team B

ORGANIZATIONAL POLITICS DEFINED. DEFINED.

Activities taken within the company to acquire, develop and use power and other resources to obtain ones preferred outcomes in a situation in which there is uncertainty or dissension about choices. It is the study of power in action.

CONDITIONS PRODUCING THE USE OF POWER & POLITICS IN ORGANISATIONS DECISION MAKING

1. Differentiation

2. Differing Goals

4. Members assumptions

5. Interdependence

Conflict 6. Scarcity

3. Differing Implementation beliefs

7. Importance

8. Distribution of Power
Politics

SOURCES OF POWER
Dependency creation. Financial resources. Centrality of activities. Non-substitutability. Uncertainty reduction.

TYPES OF POWER
Reward. Coercive. Referent. Legitimate. Expert. Information.

INDICATORS OF POWER IN AN ORGANIZATION

Ability to intercede successfully on behalf of someone in trouble. Ability to secure a desirable placement for a talented subordinate. Ability to secure/gain approval for expenditure beyond the budget.

ACTIVITY
POWER AND INFLUENCE:ANY DIFFERENCES?

POWER AND INFLUENCE:ANY DIFFERENCES?

POWER It is the relationship between two social actors in which one social actor, A, can get another social actor, B, to do something that B would not otherwise have done. INFLUENCE The ability to affect anothers attitudes, beliefs or behaviours-seen only in its effectwithout using coercion or formal position, and in a way that influences believe that are acting in their own best interest.

INFLUENCING STRATEGIES
Reason. Friendliness. Coalition. Bargaining. Assertiveness-insistence. Higher authority. Sanctions.

POWER TYPE AND INFLUENCING STRATEGIES

POWER BASE
Reward Coercive Referent Legitimate Expert Information

INFLUENING STRATEGIES
Bargaining Sanctions Friendliness Assertiveness Sanctions Reason Reason

Quote
If you cannot fly, run. If you cannot run, walk. If you cannot walk, crawl. By all means, keep moving. Dont ever give up totally. Martin Luther King

What is influence?
Influence Influence is discovering the principles that determine beliefs, create attitudes, and move people to agreement and action. In other words, influence examines the process that causes humans to change.

Influence
When influence is employed correctly, it efficiently moves people in positive directions. Those who wish to create and sustain positive change in others need to understand how the influence process works. Fortunately, scientific evidence now exists on how, when, and why people say 'yes

What is Influencing?

Influencing means getting a result which meets the legitimate needs of both sides.
S

Being Influential is getting your ideas accepted and acted upon (with integrity) it involves
Self-awareness Understanding other people s decision-making processes Listening and questioning skills Interpersonal effectiveness Logical reasoning Critical thinking Preparation and planning

Influencing is not..
Forcing others to accept your point of view Continuously nagging until they agree Bargaining Giving in to someone elses view, even when you believe that they are morally wrong Giving advice

Activity
Who Do I need To Influence?

Ethos, Ethos, logos, pathos

You

Message
Logos
Content and benefits of the message

Your client
Pathos
Your understanding of and empathy with your client

Ethos
Credibility Self-confidence Presence Authority

Ethos, Ethos, pathos, logos

We need a minimum amount of each component, otherwise the client wont listen to us

How to increase your ethos, logos, pathos

You

Message
Logos

Your client
Pathos

Ethos

Prepare meetings Follow-up actions Calm confident voice and body language

Prepare message

Ask many open questions to find out your client s priorities

APPROACHES TO INFLUENCING OTHERS

Link to commitment this is linking what the other person is committed to, to what you want them to do. E.g. Yes, I agree with you that quality is very important, and so would like to suggest Summarising this important technique can be used to bring together bits of information which it suits you to highlight. Reflecting sometimes incorporated in summarising, reflecting is used to remind the other person of earlier comments/actions, or to make them more aware of what they are saying now. Confronting conflicting information very often things that the other person says/does will be at odds with each other, without them being aware of it. If they are brought together one will have to change.

The OK Corral
I m not OK You re OK Self doubt, lack of self esteem One party trying to get away from I m OK You re OK Happy, at ease, positive Both work constructively alone or together I m OK/You re not OK Superior, bigoted, judgmental One party trying to get rid of

I m Not OK/You re not OK Down, depressed, powerless No-one getting anywhere

You You're OK
Get on with others WIN/WIN Features: Happy, content, at ease. Positive and coping. During interaction, both parties GETTING-ON-WITH what they are both there to do. Both work constructively on their own and with each other. Get away from them LOSE/WIN Features: Self doubt lack of worth and esteem. Envy and self critical. Examples: I wish I could/I wish I had Yes Sir, No Sir Wish I were that clever/talented One party trying to GETAWAYFROM

You're not OK
Get rid of them WIN/LOSE Features: Superior, prejudiced, bigoted, judgmental, inflexible, opinionated. Examples: Tendency to apportion blame. One party trying to GETRID-OF

I'm OK

I'm not OK

Get nowhere LOSE/LOSE Features: Down, depressed, switched off, attending but not involved. Futile and powerless. Examples: I m here, aren t I . Both parties GETTING NOWHERE WITH

Power in Organizations and its Influence. There are six types of power commonly met in organizations: Physical Resource Position Expert Personal Negative

Push and pull

Push
 Talking about facts and targets  Giving opinions and judgements  Insisting on a point of view  Negating or going against the other s perceptions

Pull
 Asking about values, principles, priorities and needs  Interest in the other s perceptions and emotions  Asking the other to explain themselves and/or give examples of what they mean  Inviting new ideas, helping to flesh them out  Encouraging new perspectives  Respecting the other s integrity

Success factors
Push The quality of the ideas The credibility and authority of the speaker The ability to make the right people support your proposals Pull The quality of the questions used to obtain information and check understanding The capacity to put yourself in your client s shoes The ability to build on your client s proposals

Four Pull Skills of Influencing ( Jenny Rogers)

Create rapport Authentic listening Ask open questions Be assertive

ACTIVITY
PRESENTATION: Success With People.

ACTIVITY
Umm, good morning, I mean good afternoon ladies and gentlemen, this is Captain Rees and I think we may be somewhere near London on hopefully our final approach to London Heathrow. It is uncertain when we will land as air traffic control may or may not let us land, but hopefully I will try and get you down there sometime soon.

Activity
Who is a Stakeholder. List the Funds Stakeholders that can be Influenced. Those that cannot be influenced, how can we influence them?

Stakeholders
All parties who are affected by or have an interest in the execution and outcome of a project or programme.

People: stakeholder analysis

Who are the key people involved in this? How influential is this person? (H M L) Decision Maker Influencer Their view of you Supporter Neutral Against What does each want to happen? Why?

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`The Trust Equation

T=C+R+I S Where: T = Trustworthiness C = Credibility R = Reliability I = Intimacy S = Self orientation

(Maister) Maister)

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Trust Realms
Component Realm

(Maister) Maister)

Example

Credibility

Words

I can trust what he says about.. I can trust her to

Reliability

Actions

Intimacy

Emotions

I feel comfortable discussing this. I can trust that he cares about..

Self orientation

Motives

IN CONCLUSION....
Recognise, express needs, feelings and opinions negative and positive. Ask clearly and directly for what you want. Sayno politely establishing boundaries. Take responsibility for your feelings and actions using I statements. Respect yourself and others.

Thank You!

END

The background picture is Mt Agri in Turkey. (aka Mt Ararat)

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