Explore the influencing process from a more strategic perspective Identify constraints and thinking tools Investigate the strategies from the Harvard Negotiation Program Use case studies to practise and review
Influencing = communication for the purpose of persuasion
► The ability to influence is the most powerful indicator of job satisfaction ► Supports emerging leaders in the challenge of bringing others along with them ► Congruence with the McKinsey model – 5 dimensions of leadership
Count the number of completed passes between players with white shirts Players with black shirts are irrelevant Only completed passes are counted and if the ball bounces before it is caught it is not counted
I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings I add I add MEANINGS (cultural and personal) I select DATA from what I observe OBSERVABLE ‘DATA’ AND EXPERIENCES (as a videotape recorder might capture it) The Reflexive Loop Our beliefs affect what data we select next time. Adapted from ‘Overcoming Organizational Defences’ Chris Argyris 1990
è Better than ALTERNATIVES (BATNA) è Satisfies INTERESTS-Ours:well -Yours: acceptably -Others:tolerably è Amongst best of many OPTIONS è LEGITIMACY - measured by objective criteria è Well planned, compliance-prone COMMITMENTS è Effective COMMUNICATION è Helps build RELATIONSHIP A GOOD OUTCOME
► collect the Finger Wharf problem ► develop a preparation memo in a group (with the same facts) ► Find a negotiation partner with different facts ► Negotiate (30 minutes) Search for pareto possibilities Don’t rush!