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Negotiation and influencing skills by Toronto Training and HR November 2013
| Date post: | 19-Jan-2015 |
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Negotiation and influencing skills
by Toronto Training and HR
November 2013
Page 2
CONTENTS5-6 Definitions7-8 Influencing elements9-12 Styles of influencing13-14 Influencing models15-16 Sources of leadership influence17-18 Traits shared by influential people 19-20 Preparing to negotiate21-23 A negotiation campaign24-26 Personalities in negotiation 27-28 Negotiating wisdom29-30 Signals31-32 Push or pull33-34 Difficult people35-36 Working towards an agreement37-46 Third party intervention47-48 Drill49-50 Conclusion and questions
Page 3
Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
Page 6
Definitions• Negotiation• Influencing• Manipulation
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Influencing elements
Influencing elements • Clarity• Competence• Relationships
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Styles of influencing
Styles of influencing 1 of 3• Involving• Inquiring• Leading • Proposing
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Styles of influencing 2 of 3• Rationalizing• Asserting• Negotiating• Inspiring• Bridging
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Styles of influencing 3 of 3• Tell• Sell• Negotiate• Problem solve• Coach/facilitate
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Influencing models
Influencing models• Tough battler• Friendly helper• Logical thinker
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Sources of leadership influence
Sources of leadership influence• Personal motivation• Personal ability• Social motivation• Social ability• Structural motivation• Structural ability
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Traits shared by influential people
Traits shared by influential people
• Knowing what you want and believing you can get it
• Credibility• Trustworthiness• Empathy• Inspirational• Open-mindedness• Communication capability
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Preparing to negotiate
Preparing to negotiate • Define outcome• Background• Specify objectives• Assess the power• Decide strategy• Plan arguments
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A negotiation campaign
A negotiation campaign 1 of 2 • Choose the right
parties and group them into fronts
• Assess interdependencies among fronts
• Determine whether and when to combine fronts
• Sequence your campaign
• Identify how much information to share and when
• Learn and adaptPage 22
A negotiation campaign 2 of 2 EXAMPLES• Negotiating an industry
technology standard• Negotiating strategic
change• Negotiating country
acceptance of a new drug
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Personalities in negotiation
Personalities in negotiation 1 of 2
Analytical Driver
Amiable Expressive
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Personalities in negotiation 2 of 2
• Characteristics• We can be seen as…• Dress code• The environment we create• Dealing with the different
personalities
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Negotiating wisdom
Negotiating wisdom• Be aware of the difference
between positions and interests
• Be creative• Be fair• Be prepared to commit• Be an active listener• Be conscious of the
importance of the relationship
• Be prepared
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Signals
Signals• Definition• The hidden language of
signals• Sample signals
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Push or pull
Push or pull• Kung Fu• Ju-Jitsu
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Difficult people
Difficult people• Go quiet on you• Make demands• Are over-friendly and
complimentary• Unpredictable, changing
the subject or mood• Impatient and want a quick
decision
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Working towards an agreement
Working towards an agreementTheir levers Difficult issues
Lubricators Our levers
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Third party intervention
Third party intervention 1 of 9
• Advantages• Disadvantages• Conditions where it may
help• When is it appropriate?• Types of third party
intervention
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Third party intervention 2 of 9
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Third party intervention 3 of 9
FORMAL INTERVENTIONS• Arbitration• Mediation• Process consultation
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Third party intervention 4 of 9
INFORMAL INTERVENTIONS• Inquisitorial intervention• Adversarial intervention• Providing impetus
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Third party intervention 5 of 9
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Third party intervention 6 of 9
DIMENSIONS THAT ACCOUNT FOR THE FORM OF INTERVENTION
• Amount of attention manager gives to the issue statements rather than underlying problems
• Degree of voluntary acceptance of solutions
• Third party versus disputant control over outcomes
• The third party’s personal approach to conflict
• Whether the dispute is handled publicly or privately
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Third party intervention 7 of 9
TIMING OF THE INTERVENTION• Prevention of conflict• Resolving conflict• Containing conflict
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Third party intervention 8 of 9
ALTERNATIVE DISPUTE RESOLUTION SYSTEMS• Preventative• Negotiated• Facilitated• Fact-finding• Advisory• Imposed
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Third party intervention 9 of 9
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Drill
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Drill
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Conclusion and questions
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Conclusion and questionsSummaryVideosQuestions
