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Negotiation – Persuasion & Influence 1Negotiating – Persuasion & Influence 1
Persuasion & Influence A Core Leadership Attribute Seminar on Negotiation
Created By:Vince Markovchick, MD, FACEP, FAAEM
Past-President, American Board of Emergency MedicineDenver Health Medical Center, Denver, Colorado
Tenet Editor:Barbara Blok, MD, FACEP
Assistant Director, Denver Health Residency in Emergency MedicineUniversity of Colorado School of Medicine, Aurora, Colorado
Negotiation – Persuasion & Influence 2Negotiating – Persuasion & Influence 2
Persuasion and Influence
A diplomat is someone who can tell you to go to hell in such a way
that you look forward to the trip.- Caskie Stinnett
Negotiation – Persuasion & Influence 3Negotiating – Persuasion & Influence 3
Persuasion and Influence
An EM physician cannot function effectively if he cannot persuade and influence
those around him.
Negotiation – Persuasion & Influence 4Negotiating – Persuasion & Influence 4
Outline
• Key terms
• Weapons of Influence
• Guiding Principles of Persuasion
Negotiation – Persuasion & Influence 5Negotiating – Persuasion & Influence 5
Key Terms- Persuasion
• An act or the action of influencing the mind by arguments of reasons offered by anything that moves the mind or passions or inclines the will to a determination.
• The condition of having the mind influenced (as to a decision, acceptance or belief) from without.
DEFINITION
Negotiation – Persuasion & Influence 6
Key Terms-Influence
• An ethereal fluid thought to flow from the stars and to affect the actions of men
• The act, process or power of producing an effect without apparent exertion of tangible force or direct exercise of command and often without deliberate effort or intent.
DEFINITION
Negotiation – Persuasion & Influence 7
Key Terms- A functional definition
• How to get people to do the things you want them to do
• How to positively manipulate your environment
Negotiation – Persuasion & Influence 8
Weapons of Influence-Six Methods of Persuasion
1. Reciprocation2. Commitment and Consistency3. Social Proof4. Authority5. Liking6. Scarcity
* Influence, The Psychology of Persuasion by Robert Cialdini, HarperCollins Publishing, 1984.
Negotiation – Persuasion & Influence 9
Weapons of Influence- Reciprocation
An innate obligation to RECEIVE results in a perceived obligation
to REPAY in kind.
Negotiation – Persuasion & Influence 10
Weapons of Influence- Reciprocation
E.g., Hare Krishna association fundraising
Negotiation – Persuasion & Influence 11
Weapons of Influence- Reciprocation
• Reciprocal Concessions– One type of reciprocation
– Our sense of obligation to make a concession to others who have made concessions to us
Negotiation – Persuasion & Influence 12
Weapons of Influence- Reciprocation
• Reciprocal Concessions– E.g., A 1976 study on blood donation
made separate requests to 2 groups• Group 1: started with request for long-term
donation, then conceded to one-time donation
• Group 2: requested one-time donation up front
• Result: great donation in Group 1
Negotiation – Persuasion & Influence 13
Weapons of Influence- Reciprocation
• Practical implication for negotiating
– Start big
– Have a plan when negotiating
– Don’t be afraid to make the first
concession
Negotiation – Persuasion & Influence 14
Weapons of Influence - Commitment and Consistency
• Once a commitment is made, one is more likely to honor it later, even if terms are changed
• We feel the urge to be consistent with what we have already said or done
Negotiation – Persuasion & Influence 15
Weapons of Influence - Commitment and Consistency
• Commitment precedes consistency– When possible, first get a commitment to
the cause; once committed the party will likely respond in a manner that supports the commitment (and cause)
Negotiation – Persuasion & Influence 16
Weapons of Influence - Commitment and Consistency
It is easier to resist at the beginning than at the end.
– Leonardo da Vinci
Negotiation – Persuasion & Influence 17
Weapons of Influence - Commitment and Consistency
• Strong commitments are: – Voluntary
– In writing
– Publicly made (visible to others)
Negotiation – Persuasion & Influence 18
Weapons of Influence - Commitment and Consistency
E.g., A faculty makes a written or verbal commitment to assist with residency recruitment activities. When additional interview dates need to be scheduled, that faculty feel an obligation to help out.
Negotiation – Persuasion & Influence 19
Weapons of Influence - Commitment and Consistency
• Negotiating for consistency– E.g., the late Egyptian President Anwar
Sadat would often begin negotiations with a lengthy discussion of how the citizens of the opposing country were widely known for their fairness and cooperativeness
– Opposing country felt the need to act in a manner consistent with their perceived prior behavior
Negotiation – Persuasion & Influence 20
Weapons of Influence - Commitment and Consistency
• Application of Commitment and Consistency– E.g., You are the leader of your
residency’s education track. Based on the theory of commitment and consistency, how can you increase the productivity of the members for the upcoming year?
Negotiation – Persuasion & Influence 21
Weapons of Influence - Commitment and Consistency
• Working to change another’s commitment– The more publically a commitment is
made, the harder it is to back away from it– Reframe the discussion to focus on the
issue, not the commitment• Turn the divisive issue into one that is shared• Allow the other to retreat from a stated
position
Negotiation – Persuasion & Influence 22
Weapons of Influence - Commitment and Consistency
E.g., A legislator has taken a stance against your proposed tort reform bill due to specialty lobbyists. By reframing the issue and focusing on the improved access and availability of patient care that the bill will provide, the legislator might be willing to restate their position contrary to their prior commitment.
Negotiation – Persuasion & Influence 23
Weapons of Influence - Social Proof
• Making a decision based on the action of those around you
• Humans often rely on cues from those around them to determine how they should behave and feel
Negotiation – Persuasion & Influence 24
Weapons of Influence - Social Proof
When we all think alike, no one thinks very much.
- Walter Lippmann
Negotiation – Persuasion & Influence 25
Weapons of Influence - Social Proof
E.g., Asch Conformity Experiments– Seven individuals had to verbally answer
which line (A, B, C) was most like the target line (on left) with the research subject answering last.
– Research subjects conformed to the other’s incorrect answer 32% of the time.
Negotiation – Persuasion & Influence 26
Weapons of Influence - Social Proof
Negotiation – Persuasion & Influence 27
Weapons of Influence - Social Proof
• Reliance on social proof – Unclear or ambiguous situations– Pressured decisions– When others are experts
Negotiation – Persuasion & Influence 28
Weapons of Influence - Social Proof
• Pitfalls– Social proof, like an autopilot, should
never be trusted completely
– “If everyone else jumped off a bridge, would you do it to?”
Negotiation – Persuasion & Influence 29
Weapons of Influence - Authority
• Perceived innate obligations– Defer to experts
– Obey authority figures • Even when asked (or ordered) to perform
objectionable acts
Negotiation – Persuasion & Influence 30
Weapons of Influence - Authority
• “Nine out of 10 doctors prefer…”
Negotiation – Persuasion & Influence 31
Weapons of Influence - Authority
E.g., The case of the rectal earache– Order written for patient with R otitis
media to have drops placed in R ear. Nurse dutifully administered the drops rectally without questioning the order.
Negotiation – Persuasion & Influence 32
Weapons of Influence - Authority
• When possible, be authoritative– Come prepared– Look professional– State your qualifications – don’t assume
others know • Prior training• Practical experience
Negotiation – Persuasion & Influence 33
Weapons of Influence - Authority
• Questioning Authority– To avoid being unduly influenced by an
authority figure– Ask yourself
• Is this authority truly an expert? • How truthful can we expect this person to be
in this situation?
Negotiation – Persuasion & Influence 34
Weapons of Influence - Liking
• People are naturally persuaded by people they like– This emphasizes the importance of good
interpersonal relations
– More difficult to say “no” to someone you like
Negotiation – Persuasion & Influence 35
Weapons of Influence - Liking
• Characteristics associates with ‘liking’– Physical attractiveness (e.g., the halo
effect)
– Similarity (real or desired)
– Repeated contact
– Positive circumstances
Negotiation – Persuasion & Influence 36
Weapons of Influence - Liking
Halo Effect - Repeated Contact - Desired Similarity - Positive Circumstances
Negotiation – Persuasion & Influence 37
Weapons of Influence - Liking
• Getting someone to like you– Find common ground
• Sports, food, hobby, TV show• We like people who are similar to us
– Offer genuine praise• ‘I really like how you handled X’ or ‘You have
an amazing work ethic’• A positive comment will reliably generate
‘liking’ in return
Negotiation – Persuasion & Influence 38
Weapons of Influence - Liking
Negotiation – Persuasion & Influence 39
Weapons of Influence - Scarcity
• Innate motivator– The possibility of losing something if a
more powerful motivator than or gaining something
• Perceived scarcity generates demand• Hard-to-get things are perceived as
better and more valuable than easy-to-get things.
Negotiation – Persuasion & Influence 40
Weapons of Influence - Scarcity
The way to love anything is to realize that it might be lost.
- G.K. Chesterton
Negotiation – Persuasion & Influence 41
Weapons of Influence - Scarcity
E.g., When trying to influence individuals
to write a book chapter, letting them
know that there are only two left is a
powerful motivator solicit volunteer
Negotiation – Persuasion & Influence 42
Weapons of Influence - Scarcity
E.g., When trying encourage individuals to participate in committees, stating ‘you can only have 2-3 individuals involved’ will influence participation more than you ‘only need 2-3 individuals.’ You create a perceived scarcity of the opportunity.
Negotiation – Persuasion & Influence 43
Weapons of Influence - Putting it all Together
• Guiding Principles– Be upfront and honest at all times– Lead by example– Get a commitment to the cause– Come prepared– Work on being liked– Demonstrate authority– Use political capital carefully– Avoid unilateral decisions
Negotiation – Persuasion & Influence 44
Guiding Principles of Persuasion- Putting it all Together
• Be upfront and honest at all times
– Gives one credibility
– Admit any mistake
– Make no excuses
– Have no hidden agenda
Negotiation – Persuasion & Influence 45
Guiding Principles of Persuasion- Putting it all Together
• Lead by example– Demonstrate excellent work ethic
• Best way to gain trust and respect of subordinates
– Adhere to same expectation as everyone else
– Show up (early)– Dress appropriately
Negotiation – Persuasion & Influence 46
Guiding Principles of Persuasion- Putting it all Together
• Get commitment to the cause– Seek input from all stakeholders on
issues that affect them• Enables one to make more informed (and
hopefully) better decisions• Gives the stakeholders insight into the
decision-making process– Get “buy in” from the stakeholders
Negotiation – Persuasion & Influence 47
Guiding Principles of Persuasion- Putting it all Together
• Come prepared– Know the subject– Use data and facts to make one’s case
• Crucial when negotiating for more resources or funds
• Difficult to dispute hard facts
Negotiation – Persuasion & Influence 48
Guiding Principles of Persuasion- Putting it all Together
• Work on being liked– Requires networking, communication
and interpersonal skills– Find common ground– Emphasize the positive
Negotiation – Persuasion & Influence 49
Guiding Principles of Persuasion- Putting it all Together
• Demonstrate authority– Without being boastful, state your
qualifications• Prior training
• Prior experience
Negotiation – Persuasion & Influence 50
Guiding Principles of Persuasion- Putting it all Together
• Use political capital carefully– Takes time to acquire– Should only be used for the most
important issues– It is a finite resource
Negotiation – Persuasion & Influence 51
Guiding Principles of Persuasion- Putting it all Together
• Avoid unilateral decisions– May be necessary to promulgate a policy
or decision– Should be used as a last resort– Should always be accompanied by an
explanation of the rationale for this decision
Negotiation – Persuasion & Influence 52
Suggested Readings• Influence, The Psychology of Persuasion by Robert
Cialdini. Published in 1984 by HarperCollins Publishing.
• Harnessing the Science of Persuasion by Robert Cialdini. Published in October 2001 in the Harvard Business Review.
Negotiation – Persuasion & Influence 53
National Residency Leadership CurriculumQuestions?
????
Negotiation – Persuasion & Influence 54
National Residency Leadership CurriculumSpecial Thanks!
Funded By:An American College of Emergency Physicians Chapter Grant
Endorsed By:American College of Emergency Physicians
Emergency Medicine Council of Residency DirectorsEmergency Medicine Resident’s Association
Society for Academic Emergency Medicine
Negotiation – Persuasion & Influence 55
National Residency Leadership CurriculumSpecial Thanks!
Senior Editors:Stephen Wolf, MD, FACEP
Andrew French, MDMatthew Mendenhall, MD, MPH
Tenet Editors:Britney Anderson, MD
Barbara Blok, MD, FACEPJeffrey Druck, MD, FACEP
Maria Moreira, MDLee Shockley, MD, MBA, FACEP
Administrative Editor:Barbara Burgess
Negotiation – Persuasion & Influence 56
National Residency Leadership CurriculumThank You!
For More Information Please Visit:www.DenverEM.org www.CoACEP.com
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