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Communicate To Persuade Bill Dillon

AASHE Annual Conference – Pittsburgh, Pennsylvania October 10, 2011. Communicate To Persuade Bill Dillon. Qualifications. Background. Expectations:. Let’s see some hands…. How many of you have ever been actively involved in a major negotiation?. None of none of the above.

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Communicate To Persuade Bill Dillon

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  1. AASHE Annual Conference – Pittsburgh, Pennsylvania October 10, 2011 • Communicate • To • Persuade • Bill Dillon

  2. Qualifications

  3. Background

  4. Expectations:

  5. Let’s see some hands…. • How many of you have ever been actively involved in a major negotiation?

  6. None of none of the above • So I’ll assume that the rest of you have never……. • Ask for a raise • Been asked for a raise • Bought a car • Planned a vacation with a spouse • Been a parent of a five year old child • Been a five year old child

  7. Youare about to begin an important negotiation. Your objective is to ______?

  8. Traditional negotiations continuum: • Competitive Collaborative Cooperative

  9. Negotiations Continuum • Competitive “Let’s work together to create a bigger pie” Collaborative “We’ll divide the pie fairly” Cooperative “I win – You lose”

  10. Even in a traditional negotiation your objectives should be twofold: • Competitive Elevate the relationship Collaborative Cooperative Achieve immediate objective

  11. Learning outcomes for this session • Focus on elevating the relationship

  12. Now that we will all be focusing on elevating relationships…. • Negotiation • Persuasion or • Communication

  13. Persuasion begins by identifying where your relationship is on the continuum. • Competitive Collaborative Cooperative

  14. Where is this on the continuum? Ben Stiller & Hank Azaria – Night at the Museum: Battle of the Smithsonian

  15. Interest in approving one’s persuasion skills dates back to the 4th century B.C. • Aristotle described three devices that classified a speaker’s persuasive appeal: • Ethos (authority) – qualified to speak • Pathos (emotion) – ability to connect with the other party • Logos ( logic) - the clarity of the claim, the effectiveness of supporting evidence

  16. A key take-away from the literature…. • There are certain behaviors that tend to trigger automatic responses in others. In negotiations theory these behaviors are called tactics. Whether intentional or unintentional, tactics advance immediate objectives. Tactics usually do not elevate relationships.

  17. A first group of tactics focus on basic emotions…… • Confrontation Threat Tease Position

  18. Something as simple as where you sit during a conversation is important. Chevy Chase & Brian Doyle – National Lampoon’s Christmas Vacation

  19. A first group of tactics focus on basic emotions…… • Confrontation Threat Tease Position Flinch

  20. Is there any doubt about who is in charge? Michael Kaufman & Brian Doyle – National Lampoon’s Christmas Vacation

  21. When you are in a position of authority how might you minimize emotional factors to elevate the relationship ? • Create a neutral environment • Ask first for input from others before sharing your ideas • Specifically state that you value the other person’s opinion

  22. A second group of tactics attempt to cast the speaker as powerless…. • Confrontation Messenger Threat Never get approved Third-party pressure Tease Violins Position Deadline Flinch

  23. How many tactics do you recognize here? Elliott Gould – Devil and Max Devlin

  24. A third group of tactics rely more on the appearance of being reasonable or logical . • Confrontation Messenger Foggy memory Threat Never get approved Brackets Third-party pressure Tease Violins Fair & reasonable Position Deadline Expert information Flinch

  25. One of the most commonly used tactics is... Michael Douglas & Charlie Sheen – Wall Street

  26. Learning outcomes for this session • Focus on elevating the relationship. • Tactics only work if the receiving party is not aware of them.

  27. Tactics as Counter-tactics • Never get approved • Deadline • Competition • Limited authority • Brackets • Third-party pressure • Fair and reasonable

  28. But remember our goal: • Elevatethe relationship Achieve immediate objective

  29. More Effective Countermeasures • Disclose feelings • Legitimacy • Cesura

  30. Disclose Feelings • Disclose personal feelings, then • ask for help understanding

  31. Disclose Feelings • Scenario: It is 4:00 pm on Friday afternoon and a colleague comes into your office to ask if you could help them build a PowerPoint presentation for a recycling initiative that they have been working on for months. The presentation is due on Monday. You have promised your significant other that you will take them to the beach this weekend.

  32. Legitimacy • Depersonalize the issue • Strengthen your position with • Reputation • Expertise • Data

  33. Legitimacy • Scenario: The Dean of Engineering stops by your office with drawings for her new academic resources center. The plan requires that you relocate a recycling station that you have been working on for two years. You have no other space available for this station. The Dean indicates that she wants to begin construction by the end of the week.

  34. Cesura

  35. Cesura One

  36. Cesura Two

  37. Cesura Three

  38. Cesura Four

  39. Cesura Five

  40. Cesura Six

  41. Cesura Seven

  42. Cesura Eight

  43. Cesura Nine

  44. Cesura Ten

  45. Cesura Scenario: A direct report asks you for permission to take a sick day tomorrow but you already overheard her making plans to go to a baseball game. When you explain that you really need her at work she gets angry and accuses you of being tougher on her than other co-workers.

  46. Learning outcomes for this session • Focus on elevating the relationship. • Tactics only work if the receiving party is not aware of them. • Practice positive countermeasures

  47. A little practice….. • Scenario: You are the Sustainability Director for a mid-sized university. You have been working on your budget for months and do not believe that it is possible to fulfill your responsibilities without a 2% increase in your budget for the following year. • In a private meeting with the Chair of the Faculty Senate, she advises you, “the faculty voted last night to recommend cutting funding for sustainability initiatives by 50% to fund an increase of 4 to 6% for faculty salaries this year. ”

  48. Practice, practice, practice…..

  49. Now the fourth session outcome and perhaps the greatest ah-ah.

  50. There are only two acceptable responses to a demand. Conditional concession with counter demand and explanation. Non-concession with explanation

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