Influence and Negotiation

1. Influence and Negotiation MGMT 4000 March 23, 2010 Christina Finegold and Linda Miklas Center for Workplace Development

2. Influence Concern Circle of Influence Influence From Stephen Covey’s, The Seven Habits of Highly Effective People Center for Workplace Development

3. “All influential managers have power, but not all powerful managers have influence.” Linda Hill, “Exercising Influence” Center for Workplace Development

4. What Is Influence? “Reciprocity (give and take) between you and another person(s) that enables you to change or reinforce others' attitudes, opinions, or behaviors.” (Influence Without Authority, 2nd Edition, by Allan R. Cohen and David L. Bradford, 2005) Center for Workplace Development

5. Types of Currencies INSPIRATION: vision, excellence, morality/ethics TASK: resources, information, assistance, support POSITION: advancement, recognition, visibility, reputation, networks/contacts, importance/insiderness RELATIONSHIP: acceptance, personal support, understanding, inclusion PERSONAL: self concept, challenging, ownership, gratitude, involvement Cohen-Bradford Model Center for Workplace Development

6. The Influencing Mindset • Assume all parties are potential allies • Seed to exchange something the other person values for what you want • Demonstrate confidence and competence • Influence for the ultimate good of the organization • Recognize that the difficulty with influence is often YOU • Accept everyone is potentially more influential than they think they are • Influencing uses logical argument to appeal to human emotion • Blend art and science • Meet once or over time through a series of discussions (Adapted from Influence Without Authority, 2nd Edition, by Allan R. Cohen and David L. Bradford, 2005) Center for Workplace Development

7. What is Negotiation? • Meets our Interests well, theirs acceptably, and others tolerably enough to be durable. • Is the best of many Options. • Is better than our BATNA. • Is Legitimate, supported by objective criteria. • Improves, or at least does not damage the Relationship. • Is based on clear Communication. • Identifies Commitments that are specific, firm, & implementable. Source, Getting to Yes, Roger Fisher and William Ury Center for Workplace Development

8. Substance Negotiation Relationships Process Center for Workplace Development

9. Outcomes of Negotiation Win-Win or No Deal Win-Win Win Win-Lose Lose-Win Lose-Lose Source, The Seven Habits of Highly Effective People by Stephen R. Covey Center for Workplace Development

10. Commitment (extreme position) Final offer Last Offer Final last offer Commitment (extreme position) Final offer Last offer Final last offer Traditional Negotiation Threat to walk Threat to walk Center for Workplace Development Harvard University, Project on Negotiation

11. Communication Relationship Interests Options Legitimacy BATNA Commitment Interest-Based Negotiation Center for Workplace Development Harvard University, Project on Negotiation

12. Communication Relationship Interests Options Commitment BANA Legitimacy If “Yes” If “No” • Assumptions • Pie can be expanded • Negotiators should look to create value before dividing it up • Assumptions • Pie is fixed • Only job of negotiator is to claim value

13. 7 Elements of a Negotiation Center for Workplace Development Source, Getting to Yes, Roger Fisher and William Ury

14. 7 Elements of a Negotiation Center for Workplace Development Source, Getting to Yes, Roger Fisher and William Ury

15. Case Study • Introduction and Instructions (5 mins) • Preparation (10 mins) • Negotiation (15 mins) • Debrief Center for Workplace Development

16. Resources Fisher, Roger and Ury, William, Getting to Yes: Negotiating Agreement Without Giving In (Second Edition), Penguin Books, 1991. Covey, Stephen R., The Seven Habits of Highly Effective People, 1989 and 2004. Cohen, Allan R. and Bradford, David L., Influence Without Authority, 2nd Edition, 2005. Center for Workplace Development