Page 235 - DMGT519_Conflict Management and Negotiation Skills

Unit 11: Gaining Leverage through Power and Persuasion

Notes
Did u know? Negotiation Persuasion
The importance of mastering the art of persuasion is vital to the ability of a manger to
efficiently address the many vexing challenges faced in the ever evolving marketplace.
Effective persuasion is achieved when managers arrive at shared and mutually beneficial
solutions. This ability necessitates that managers utilise negotiation skills that will equip
them to guide their employees towards joint problem solving and in joint opportunity
finding.
Negotiation skills are honed through careful preparation, innovative framing of problems and
arguments, and communicating this evidence in a most vivid manner. By establishing the most
correct emotional match with other parties, managers will generate a climate of greater openness
and a willingness to move to positions not previously held.
Conger, in a recent published article in the Harvard Business Review, notes the following most
common mistakes made by managers when attempting to persuade employees or clients:

The biggest mistake occurs when a manage attempts to make their case by resorting to an up-
front, hard sell approach involving persistence, rational thinking and a lively presentation. In
spite of their belief that this will move the negotiation to a swift conclusion, it more likely offers
the other party/parties a clear target to shoot at.

This method will cause the other party to resist compromise as they will view it as a form of
surrender. This approach disregards research findings to the effect that it will not be possible for
managers to persuade employees/clients to persistently alter their attitudes, ideas and behaviours
without themselves also changing their attitudes, ideas and behaviours.
These managers do not appreciate the fact that persons are only willing to open themselves to
persuasion when they are convinced that those are attempting to persuade them accept and
appreciate their needs and concerns. Simply by viewing persuasion as a one-way street they fail
neglect to listen to employees/clients and do not include their viewpoints in the negotiation
process.
They exaggerate the relevance of presenting great arguments. Following this process these
managers do not consider the importance of other variables such as their credibility, their
ability to build a mutually beneficial frame for their position, connecting with the audience at
the best emotional level and communicating in vivid language that brings ideas to life.
They make the assumption that persuasion is an event and forget that it is a process. This result
in a lack of sensitivity because shared solutions frequently necessitates ‘listening’ to people,
testing positions, creating new positions that integrate group inputs, more testing, incorporating
compromises and then trying again.

Self Assessment

Fill in the blanks:
1. The underlying danger occurs at the point when one party reveals an over-estimated
............................... too early in the talks
2. One of the most powerful tools successful people use on a regular basis is ........................
3. ....................................... power derives from having knowledge that is valued by the
organization or individuals with whom the person interacts.
4. ...................................... gives one power.

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