Page 247 - DMGT519_Conflict Management and Negotiation Skills

Unit 11: Gaining Leverage through Power and Persuasion

3. Frame the issue in terms of achieving common good for both parties, or meeting shared Notes
core values.
4. Share the diagnosis of the problem to create support from both parties.

11.12 Leveraging Power through Pressure Tactics

Key concepts:
 Power is always relative – the power balance between parties is critical
 Power can be real or perceived

 Self-confidence gives one power
 Belief that power will be used can make it unnecessary to exist
 Power can be limited by outside influences
 Ends and means can’t be separated

 Exercising power involves risks and costs
 Balance of power may change

Self Assessment

Multiple Choice Questions:
13. Legitimate power refers to:
(a) Your ability to reward others

(b) Your expert opinions
(c) The authority vested in you by your position
(d) Your leadership abilities
14. Charisma in negotiations can be displayed in all of the following ways except

(a) Reputation as someone who gets things done
(b) Being the boss
(c) Using framing of options to shape what others want
(d) Using confidence to build consensus

15. In order for a metaphor to be a persuasive communication tool it should not:
(a) Use appropriate images
(b) Shock the other party
(c) Avoid clichés

(d) Be an image the other party can identify with
11.13 Summary

 Leverage is situational advantage—the ability to HELP or HARM the other party.
 One of the most powerful tools successful people use on a regular basis is leverage.

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