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•What are your strongest styles?•Where/when/why do they work for you?
•Which styles would you benefit from developing?•When would the different style work for you?•How might you develop it?
Influencing Styles
Successful Negotiating
“you don’t get in life
what you deserve,
you get what you negotiate!”
Gary Karrass
•Influencing & Negotiating skills•Building positive relationships•Personal effectiveness
Welcome back
TIME
CHAN
GE/
LEAR
NIN
G
Mind-Set Zones
Boredom Zone V -
Comfort Zone V =
Stretch Zone V +Panic Zone V +/-
Natural Resting Point
for Your Confidence
CConfidence
HIGH ENERGYCALMNESS
RELAXED MUSCLESFREEDOOM FROM FEAR
SELF CONFIDENCEEFORTLESS ACTION
AUTOMATIC ACTIONALERTNESSCONTROL
FOCUSGREAT RESULTS
…when it matters, whilst under massive stress, at the flick of a switch!
Able to create…
Feel Great Feel Bad
High Energy Needed (Accelerator)
Not Much Energy Needed (Brake)
CConfidence – The Zone!
PEAK ZONE
CHILL ZONE
ANGRY ZONE
LETHARGY ZONE
Tactical…• What if..• Linking• Choice• Repetition• Silence• Sharp intake• Third Party• Official authority• Loss leader• Time
• Good guy/bad guy• Time out• Deadlines• Challenge• Off the record• Openness• Budget• Lunch• Onus Transfer• Different price – different
package
Principled…
• People – separate the people from the
problem
• Interests – focus on interests not positions
• Options – generate a variety of possibilities
• Criteria – result based on objective standard
• Negotiators are people first• Not abstract opponents, but people with feelings
• Separate the relationship from the substance• Don’t entangle the relationship with the problem• Acknowledge the relationship is separate• Focus on the issue at hand
• Perception• Put yourself in the shoes other person/team• Don’t deduce their intentions from your fears• Don’t blame them for your problem• Discuss each others perception
Separate the people from the problem
• Emotion• Recognise and understand your emotions, and theirs• Make emotions explicit and acknowledge as
legitimate
• Communication• Listen actively and comprehend what is said• Speak to be understood• Speak for a purpose
Separate the people from the problem
Focus on Interests not Positions• How do you identify interests?
• Ask why a particular position is taken• Ask why not a particular position is
unacceptable• Make a list of interests – yours and theirs• Build an outcome matrix• Put it on the table or the wall
Options - Generate a variety of possibilities
• Explore the whole picture• Look at all the choices, consider
timing, shared risk• I.D.Q.B
Impact of doingHighLow
Easy
Hard
Ease of Doing
Ease Impact Grid
1
2
3
45
6
7
8
9
10
11
12 1413In this case 4,5,6, would be the actions to do first
Impact of doingHighLow
Easy
Hard
Ease of Doing
Ease Impact GridYour list…1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
• What evidence/data do you have?• What are other organisations doing/charging/funding? • How is this approached in other authorities? • What do case studies tell us?• What are the consequences of doing or not doing?
Criteria – results based on objective standards
Status
Certainty
Autonomy
Relatedness
Fairness
Away from
threat response
Toward reward response
The SCARF ModelDavid Rock
StatusWhere you feel you are in the pecking order
CertaintyYour perception of how well you can predict the future
AutonomyFeeling of having choices, being able to make choices
RelatednessFeeling safe with other people – trust v mistrust
FairnessFeeling of fair connections, fair exchanges
SCARFThe key social domains that are rewarding or threatening
TIME
CHAN
GE/
LEAR
NIN
G
Mind-Set Zones
Boredom Zone V -
Comfort Zone V =
Stretch Zone V +Panic Zone V +/-
Natural Resting Point
for Your Confidence
CConfidence