The Power Of A Positive No

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It's the summary of the book "The power of a positive No" -A positive No balance power and relationship in the service of your interests.
The presentation will tell you 1> Prepare-Uncover your core interests 2>Deliver a positive No 3>Follow through

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  • The first stage – prepare is the most important stage to help you to conduct a positive No. To illustrate the first stage as detail as you can .
  • Facilitator could ask participants their reaction with unwelcome demand, inappropriate behavior ? Then show the next page.
  • Need to address the result of each kind of reaction ,which is highlight in red color.
  • Let learners to read the case above . Ask them : The comments on this expression of saying No. Compared with the way of theirs, what ‘s their learning gain from this case ?
  • Explain what is a positive know. A positive No will address both power and relationship to serve your own interests. The Key to positive No is respect: A positive No VS Accommodation, you give respect to yourself and what is important to you. A positive No VS Attack, you give respect to the other too as you say no to their demand or behavior.
  • From reactive to proactive Do not react out of anger-or indeed out of any negative emotion such as fear or quilt.
  • *Take a time-out {Sometimes you don't know whether to say yes or no. So the best answer is "Wait a minute“ ,which gives you the time to decide.} *Listen to your emotions Become aware of your emotions due to what causes us to react are our negative emotions. {Consider the difference between "I am angry" and "I have a feeling of angry inside of me", the language of "have" allows you to experience the emotions without feeling possessed by them. You have emotions; they don't have you.}
  • It's hard to satisfy your real interest if you are not sure what they are. *Uncover your interests Interests are the wants, desires, aspirations, and concerns underlying the No. *Uncover your needs Needs are the basic drives that motivate human behavior. (Safety or survival/Food, drink, and other life necessities/Belonging and love/Respect and meaning/Freedom and control over one's fate) *Uncover your values Alongside the needs that drive your are the values that motivate you. Values are the principles and beliefs that guide your life. (Honesty /Integrity /Respect /Tolerance /Kindness /Solidarity /Fairness /Courage and peace) *Reach down to your core {Keep probing.What's your deep purpose?What is true and right for you? What is the message from your heart and soul?}
  • What can give real power to your No is to distil all your varied motivation into a single,concentrated intention- your YES. *Distil a single intention {By making a list of the interests that are motivating you to want to say no and then try to sum them up in a single phrase that best captures the essentials} *Distinguish between whether and how We confused the question of whether or not we will say No with the question of how we say No. {Once the question of whether is respoved,then you can consider the how.} *Turn your emotions into resolve Once you clarify your intention,it is time to give it energy.
  • Turn Fear into confidence {Think of it not as "worst-case" thinking,but as planning an alternatively means of succuss.} The great irony is that the more you need to other to do what you want,the more power you give them more you and less power you have to influence the situation.
  • PlanB,is your capacity to address your need independent of whether to not the other decides to respect your interests. Plan B is called your BATNA(best alternative to a negotiated agreement) *Backup,not Fallback Plan B is not an option for agreement at all but rather an alternative to agreement,a course of action you could pursue independent of the other's agreement. {Ask yourself:"Which course of action is more likely to satisfy my interests-accepting this agreement or resorting to my PlanB"} *Empowerment,not punishment Plan B is not so much power over the other as it is power to meet your own interests.
  • Strengthen your Plan B Example on P62-63 You never have to use the Plan B or even to reveal it.The careful preparation will give confidence,it enable them to transform their negative charged emotion of fear and resignation into resolve and determination. *Brainstorm a variety of plans The whole secret of the brainstorming is separate the two cognitive function.Invent first,evaluate later. { The golden rule of brainstorming is to suspend all criticism for a certain period of time,whether a few minutes or a few hours.Generate as many ideas as you can. In comming up with alternatives,here a few different types to consider: 1.Do it yourself 2.Exit 3.Third side 4.Intermediate and ultimate plans } *Build a winning coalition There are two kind of power in this world,oragnized money and organized people.
  • If the other's reaction to our No is to hurt or threaten us,our first instinct may be to hurt them back.A more effective strategy is to neutralize the impact of their behavior. *Take away their stick {In other word,don't attack the other,but simply remove their ability to attack you.} *Consider the worst case The purpose of this exercise is not to create unnecessary fear for yourself but rather do distinguish fear from reality. {What's the worst thing they could do to me?}
  • Reassess your decision to say No *Ask yourself three questions {1.Do I have the interest?/2.Do I have the power?/3.Do I have the right?}
  • The problem with most Nos is that they intentionally or unintentionally reject the other, and the other often takes our No as a personal rejection. {Let the respect diminish and offset the sting of rejection.} Threat the other with the same sense of dignity with which you would like to be treated.
  • Before we truly give respect to the other, we need to give respect to ourselves because it allows our respects for the other to be genuine. Self-respect creates the emotional and mental space that allows us to truly see the other. That is why the very first step of the positive No method – Uncovering your Yes – is essential about self-respect.
  • *Take a second look To be respected means to be seen and to be heard-very human beings deserves that chance. { We may not feel any respect toward the other at the moment.But even though we may not have much choice over what we feel,we do have a choice over how we act.Basic respect begins with concrete behaviors,such as listening and acknowledging,which may(or may not) lead to genuine feelings of respect.The important thing for the moment is to act with respect,whatever your feelings may be. }
  • *Respect them for your sake When you give respect to the other,do not think of yourself as doing them a favor.Think of it as doing yourself a favor because in the end it can help get your needs met. { There are two principle ways to demonstrate your positive attitude of respect:listening and acknowledgment: 1.Listen Attentively -Listen to understand,not to refute -Ask clarifying questions 2.Acknowledge the other -Acknowledge the other's point of view -Let them know you value them -Surprise them with recognition }
  • {To begin on a positive note is to ask other politely for their time and attention:"I'd appreciate a word with you...",Invite other into a constructive discussion or to a friendly sporting match...etc..} As a part of your invitation,let the other know that there is a benefit from them too,not just for you. As you say No the problematic request or behavior, say Yes to the person!
  • It’s critical to jot down learner’s feedback and link the comments with the key learning points on STAGE2 AND STAGE3. Then after viewing all the cases. Come back to the charts, and quickly go through from Stage2 with the key information.
  • It’s the methodology of expressing your Yes.
  • The initial Yes has two basic purposes: It affirms your intention and it explains to the other why you are saying No. *Affirm your No You are taking the first step in creating a new reality. {You stand on your feet to find your rooted concern.} *Explain your No Explaining offers you a chance to show the other that you are not seeking to reject them personally, but simply trying to protect what is important to you.
  • 1.The-statement:(The:fact-based) -Stick to the fact,be objective "Be hard on the problem,not the person" -Let others to understand precisely what behaviors were troubling you. -Watch your words,to avoid:"Shoulding" on the other"/"Judgmental or subjective language"/"Categorical statement,such as never,always,nothing ,everything.."
  • I-statement is a description of your experience rather than of the other’s shortcomings. Naming the truth of what is going on for you can have a real impact on the other and on your situation. Instead of saying “You disappointed me” or “The situation is disappointing,” say , “I feel disappointed.” 2.Use I-statement: -Express your feeling: Speak in first person/Naming the truth of what is going on for you can have a real impact on the other and on your situation. -Describe your interests, simply, clearly and cleanly. And you are not responsible for the other's reaction.
  • Your interests are rarely yours alone, they also include the common interests of the larger community. Instead of saying “I cannot customize the product for you because it would cut into profits. ” You could say “In order to maintain the low price that all our customers have come to expect, I cannot offer customized versions.” 3.Use We-statement: -Appeal to share interests. -Invoke shared standard or value such as equality, fairness,or quality.
  • In certain circumstances, you don't need to explain your No to the other, it is your business and not theirs. If you are refusing an alcoholic drink, for instance, A simple “No thanks” will do. {No, thanks!-"No is a completed sentence"}
  • You are setting a clear limit,drawing a clean line,creating a firm boundary.
  • No is the word we use to express our power, the normal tendency is to overdo our Nos, so they come across as attacking-or to underdo our Nos, they come across as weak and hesitant. The great virtues of No are clarity and specificity. No is the key word in defining your identity ,your individuality, or, in organization terms, your brand. No is a selection principle that allow you to be who you are and not someone or something else.
  • *Let it flow from your Yes Example On P128 *Let it flow from your power When you deliver a positive No, you are not just describing your feelings or interests. You are conveying your commitment to a future course of action. With your commitment you are creating a new boundary that didn't exist before. You are changing social reality. {To get your No heard ,a firm, neutral tone will do just fine.} *Let it flow from your respect One of the great arts in life is learning how to disagree without being disagreeable.
  • Saying No to demands {"No,thanks"/"I have a policy"/I have plans,I have another commitment/I prefer to decline rather than do a poor job.}
  • "Stop/no"/"Hold on/Wait a minute"/"That is not ok, appropriate, allowed"/"It's not ok for me"/"That's enough"
  • In response to the other's behavior, we tell them what we don't want them to do but forget to tell them what we do want them to do. This second Yes is an invitation to a positive outcome .As you close one door with your No, you open another with your second Yes.
  • In response to the other's behavior, we tell them what we don't want them to do but forget to tell them what we do want them to do. This second Yes is an invitation to a positive outcome. As you close one door with your No, you open another with your second Yes. As you close one door ,open another. It is essential that you do not send mixed signals or offer false hope to the other.
  • Saying No to (unwanted or inappropriate)demands:Offer a third option *Invent options for mutual gain Couple your No with a positive solution that address their needs while still meeting yours. { -You could invent an option for mutual gain harnessing your natural creativity. -If you personally are not available to help the other.suggest someone who could. } *"Later"(Sometime your major constraints is timing) {In that case,a third option is to agree to other request but to change the timing.} *"If..then.."(Constrained by circumstances) {You can make a conditional offer} *Suggest a problem-solving process
  • It helps to be clear about specific change you would like them to make. A constructive proposal has four characteristics.It is clear,feasible,positive framed,and respectful. -Explain through the 4 cases: *Make your request clear P155 example {Instead of asking the other to change their attitude or feeling ,it is more effective to couch your request in terms of specific behaviours you would like to see.} *Make your request feasible {The more you take into account the other's needs and constraints,the greater the chances the other will comply with your requests} *Frame your request positively {Don't just tell the other to stop doing something you don't want;ask them to try doing something you do want.} *Make your request respectful P159 example {Your manner can make the difference between acceptance and refusal.}
  • It helps to be clear about specific change you would like them to make. A constructive proposal has four characteristics.It is clear,feasible,positive framed,and respectful. -Explain through the 4 cases: *Make your request clear P155 example {Instead of asking the other to change their attitude or feeling ,it is more effective to couch your request in terms of specific behaviours you would like to see.} *Make your request feasible {The more you take into account the other's needs and constraints,the greater the chances the other will comply with your requests} *Frame your request positively {Don't just tell the other to stop doing something you don't want;ask them to try doing something you do want.} *Make your request respectful P159 example {Your manner can make the difference between acceptance and refusal.}
  • 7.Stay true to your yes ->8.Underscore your No ->10.Negotiate to Yes
  • Understand the Stages to acceptance (Avoidance, Denial, Anxiety, Anger, Bargaining, Sadness, Acceptance) {While you may not be able to stop the natural sequence of emotions from unfolding, you can help the other move through these emotions. So that they will more easily come to accept your No.} The simplest action you can take is to control your own natural reactions. Remember that you cannot influence the other's behaviors unless you can first influence your own.
  • *Don't yield, don't attacks You are reacting, your are off track, no longer focused on the prize-the protection of your core interests and needs. {Keep focus on what matters to you, go to the balcony.}
  • *Go to Balcony Pause before responding:{Count to ten/Save as a draft/Slow down} *Name the game Watch how the other tries to push your button,observe you own feelings and sensations.As you notice your reaction,you can begin to take control and calm yourself. *you can watch the other’s moves and admire the cleverness of their tricks and provocations, even as you see through their moves to their underlying intent. If you can think of their provocation as a game, you will be less likely to take it personally. Nor will you fall for their tricks. *Pinch your palm Let yourself stay on the right track {If you know it will be hard for your not to react to the other's provocation,consider asking a friend or colleague to accompany.} *Use the power of not reacting {Choose not to react,witness the drama,and wait for your opportunity to response.}
  • Listen respectfully You can empathize (which means putting yourself in other shoes)without sympathizing(which means sharing the pain with them) * Paraphrase *Acknowledge their point without conceding yours *Replace "but" with "Yes...and..." *Say "Oh,so ? No."
  • Stand True like a tree Being a detached observer minimizes the temptation to yield or attack and allow the other's anxiety and anger to subside, which helps pave the way to an acceptance of the reality of your No.
  • 7.Stay true to your yes ->8.Underscore your No ->10.Negotiate to Yes
  • 1>Repeat your No *Be consistent and persistent *Formulate an anchor phrase The key purpose is to help the other learn that your No means No. *Use intentional repetition No matter what tactic the others uses on you,your answer remains the same.You reiterate your limits in the same matter-of-fact tone of vioce.
  • 2>Educate-Let reality be their teacher *Ask reality-testing questions P200 example {The questions that cause the other to reflect on the underlying reality of the situation,the natural consequences of refusing to respect your No.} People usually learn better and resist less if they learn for themselves. *Warn,don't threaten A warning does not dictate but rather educates.It is an objective prediction of the inherent consequences.The focus is not on punishing the other,but on protecting yourself and your interests.The tone is respectful and thus less likely to provoke a backlash. *Use logical consequences {The key here is to find an inherent consequence for the action.You need to relate the consequence to the problem at hand so that the other readily understands the connection.}
  • 3>Deploy your Plan B *Withdraw your cooperation *The more power,the more respect {Implement your Plan B with respect and even,perhaps,with regret.}
  • Meet resistance with persistence Meet the other's resistance with peresitance.Undersocre your No with positive power.See your task as using your power to help the other appreciate and accept the new reality.Let that reality be their teacher,not you.Let the other proceed through the natural cycle of acceptance,interdeding only when it is necessary to keep the new reality in focus.
  • 7.Stay true to your yes ->8.Underscore your No ->10.Negotiate to Yes
  • For the aim is not just to say No. Rather, it is to say No and still get to Yes. A positive outcome may an agreement that satisfies your interests and addresses the other’s. The outcome may also take the form of a positive relationship – a health, authentic relationship that allows you to be true to yourself and allow the other to be true to themselves.
  • Build them a golden bridge {Build a golden bridge for the other to advance across-toward a positive solution} If you want them to say Yes, your task is to build them a golden bridge across the canyon. [The principal obstacles stand in the way of the other saying Yes to your proposal. First, they may have some unmet need or concern. Second,even if they personally might be willing to agree, they might be worried about the opinion of key constituents or stakeholders, whose approval they need or want. Third, even if they do say Yes to your proposal, it may not be a long-lasting Yes because the process of saying No may have strained your relationship so much that, unless you can help repair it, It is irrevocably damaged.]
  • *Facilitate a wise agreement (to address not just your interests but theirs as well) Don't compromise essentials Remember that you have a plan B. Don’t sell yourself short and settle for an agreement that meets your needs less well than your Plan B could. Keep your eyes on the prize- a solution that addresses your essential interests. Address unmet interests Help me to understand your concerns. Where does this proposal not meet your needs? A wise agreement meets your essential needs and addresses theirs as well. You turn a situation that may at first have seemed either-or( either you win or they do) into a both-and outcome (in which both side benefit in the end. )
  • *Help the other win approval In helping the other say Yes, it is vital not to forget who else on the other side must say Yes if the agreement is to hold. -Use the "Acceptance speech test“ Identify the other’s constituency. Jot down the main talking points, indicating how your proposal addresses their key concerns. List the biggest criticisms they might receive as well as the best answers they might have. -Help them save face
  • If the other simply complies with your request but the relationship is thereafter damaged, you will consider it a short-term victory but a long-term loss. A working relationship is key to implementation. *Cultivate a healthy relationship -reach out to the other -rebuild confidence -replenish your goodwill account
  • Ending on a positive note costs little and can benefit you greatly. "Do as adversaries do in law ,strive mightily , but eat and drink as friends. “(Citing from Shakespeare)
  • Yes without No destroys one's own satisfaction,whereas No without Yes destroys one's relationship with others.
  • At the end, the facilitator also should tell the class that except to master the skill of saying a positive No. Uncovering your core interest and showing respect to yourself and to the others are equally important to all of us.
  • The Power Of A Positive No

    1. 1. A Positive No Book reference: The power of a positive No Author: William Ury Doria Jan.28th ,2010
    2. 2. Agenda Summary Let the team share the lesson learn from this topic or the sentences which impressed deeply. Stage 3:Follow Through 7. Stay true to your Yes 8. Underscore your No 9. Negotiate to Yes Review3 Based on learner’s discussion, link with the key learning points on stage 2 and stage 3 . Stage 2:Deliver 4. Express your Yes 5. Assert your No 6. Propose a Yes Review2 Review1:Role play with the real cases Stage 1:Prepare 1. Uncover your Yes 2. Empower your No 3. Respect your way to Yes Review1 Discussion Background introduction Conclusion and Q&A Topic
    3. 3. The universal problem in our daily life: <ul><li>A demand or request that is </li></ul><ul><li>unwelcome </li></ul><ul><li>A behavior that is </li></ul><ul><li>inappropriate or abusive </li></ul><ul><li>A situation or system that is </li></ul><ul><li>not working or not fair </li></ul>
    4. 4. Our Reaction ? - “3-A” Approaches <ul><ul><li>Accommodation: (We say yes when we want to say no) </li></ul></ul><ul><ul><li>It is to stress the relationship even if means sacrificing our key interests. </li></ul></ul><ul><ul><li>Attack: (We say no poorly) </li></ul></ul><ul><ul><li>We use our power without concern for the relationship. </li></ul></ul><ul><ul><li>Avoid: (We say nothing at all) </li></ul></ul><ul><ul><li>We are afraid of offering others, hoping that the problem will go away even though we know it will not. </li></ul></ul>
    5. 5. The challenge is .... <ul><li>We accommodate, attack, avoid the problem…. </li></ul><ul><li>The problem fester until they become crises . </li></ul><ul><li>The challenge is: </li></ul><ul><li>the tension between </li></ul><ul><li>exercising your power and tending to your relationship . </li></ul>
    6. 6. What Is A positive No? <ul><li>Example: </li></ul><ul><li>Your boss asks you to work through the weekend to complete an </li></ul><ul><li>important project. It is the very weekend you and your friends have </li></ul><ul><li>been looking forward to gathering. But it is the boss who is making the </li></ul><ul><li>requests, and your promotion review is coming up very soon. How you </li></ul><ul><li>can say No ? </li></ul><ul><li>What is A positive No? </li></ul><ul><li>Opening Yes :”Boss, my family needs me and I intend to spend the holidays </li></ul><ul><li>with them.” </li></ul><ul><li>Matter-of-fact No :”I will not be working during weekends and holidays.” </li></ul><ul><li>An invitation Yes? :”What I propose is that we find a new arrangement that gets </li></ul><ul><li>the necessary work done in the office while I spend the time </li></ul><ul><li>I need with my family.” </li></ul>
    7. 7. The way out: * A positive No * <ul><li>A positive No balance power and relationship in the service </li></ul><ul><li>of your interests. </li></ul><ul><li>A positive No is &quot;Yes! No. Yes?“ </li></ul><ul><li>Initial Yes is to protect what is important to you. </li></ul><ul><li>No is the matter-of-fact No that set a clear limit. </li></ul><ul><li>Second Yes is an invitation to the other to reach an agreement. </li></ul>
    8. 8. Stage One : PREPARE <ul><li>1. Uncover your Yes </li></ul><ul><li>2. Empower your No </li></ul><ul><li>3. Respect your way to Yes </li></ul>
    9. 9. Stage One: 1. Uncover your Yes <ul><li>We derive our No from what we are for . </li></ul><ul><li>Root your No in a deeper Yes- </li></ul><ul><li>A Yes to your core interests and to what truly </li></ul><ul><li>matters. </li></ul>
    10. 10. 1.1 From Reactive to proactive <ul><li>We accommodate out of fear and guilt. </li></ul><ul><li>We attack out of anger. </li></ul><ul><li>We avoid out of fear. </li></ul><ul><li>Do not react out of anger-or indeed out of any negative emotion such as fear or quilt. </li></ul>
    11. 11. 1.2 Stop: Go to balcony - Balcony is a place of perspective, calm and clarity . <ul><li>Take a time-out </li></ul><ul><li>&quot;Wait a minute&quot;, which gives you the time to decide. </li></ul><ul><li>Listen to your emotions, Become aware of your emotions. </li></ul><ul><li>You have emotions; they don't have you. </li></ul>
    12. 12. 1.3 Keep asking yourself why <ul><li>Uncover your Interests. </li></ul><ul><li>Uncover your needs. </li></ul><ul><li>Uncover your values. </li></ul><ul><li>Reach down to your core </li></ul><ul><li>Keep probing. </li></ul><ul><li>What's your deep purpose? </li></ul><ul><li>What is true and right for you? </li></ul><ul><li>What is the message from your heart and soul? </li></ul>
    13. 13. 1.4 Crystallize your Yes <ul><li>Your Yes! Is your intention to protect and advance your core interests. </li></ul><ul><li>Needs and values are where you come from; intention is where you </li></ul><ul><li>want to go. </li></ul><ul><li>By making a list of the interests that are motivating you to want to say no and then try to sum them up in a single phrase that best captures the essentials  Distil a single intention </li></ul><ul><li>Clarify your true intention first as you consider what you really want to do in this situation  Distinguish between whether and how </li></ul><ul><li>Refrain from your impulsive reaction, purposively release your emotional energy as resolve at the right moment. </li></ul><ul><li> Turn your emotions into resolve </li></ul>
    14. 14. Example for uncover your Yes <ul><li>A sales manager (B) is having trouble saying No to his biggest customer, who is continually pressing him for more and more price reduction. </li></ul><ul><li>A: “What is your underlying Yes?” </li></ul><ul><li>B: “Maintaining a steady stream of revenue”. </li></ul><ul><li>A: “But why?” </li></ul><ul><li>B: “Profit” </li></ul><ul><li>A: “But why do you want profits?” </li></ul><ul><li>B: “So we can all work and so I can put food on my family’s table.” </li></ul>
    15. 15. Stage One : PREPARE <ul><li>1. Uncover your Yes </li></ul><ul><li>2. Empower your No </li></ul><ul><li>3. Respect your way to Yes </li></ul>
    16. 16. Stage One: 2. Empower your No <ul><li>Saying No is not easy. The other may react </li></ul><ul><li>strongly to your No. </li></ul><ul><li>You need confidence to stand up for yourself </li></ul><ul><li>in the face of other’s reaction. </li></ul>
    17. 17. 2.1 Turn Fear into confidence <ul><li>The great irony is that the more you need to other to do what you </li></ul><ul><li>want, the less power you have to influence the situation. </li></ul><ul><li>Think of it not as &quot;worst-case&quot; thinking, but as planning an </li></ul><ul><li>alternatively means of success. </li></ul><ul><li>To move on from those fears to taking responsibility for </li></ul><ul><li>meeting your own interests and needs, with or without </li></ul><ul><li>the other’s cooperation . </li></ul>
    18. 18. 2.2 Devise your Plan B <ul><li>Plan B is your capacity to address your need independent of whether to not the other decides to respect your interests. </li></ul><ul><li>Plan B is called your BATNA (best alternative to a negotiated agreement) </li></ul><ul><li>Plan B is not an option for agreement at all but rather an alternative to agreement , a course of action you could pursue independent of the other's agreement. </li></ul><ul><li>Plan B is not so much power over the other as it is power to meet your own interests. </li></ul>
    19. 19. 2.3 Strengthen your Plan B <ul><li>Brainstorm : Invent first, evaluate later . </li></ul><ul><li>Alternatives </li></ul><ul><li>1.Do it yourself </li></ul><ul><li>2.Exit </li></ul><ul><li>3.Third side </li></ul><ul><li>4.Intermediate and ultimate plans </li></ul><ul><li>Build a winning coalition </li></ul><ul><li>You never have to use the Plan B or even to reveal it… </li></ul>
    20. 20. 2.4 Anticipate the other's power moves <ul><li>* Take away their stick! </li></ul><ul><li>Don’t attack the other, but simply remove their ability </li></ul><ul><li>to attack you. </li></ul><ul><li>* Consider the worst case! </li></ul><ul><li>“ What's the worst thing they could do to me?” </li></ul><ul><li>-------------------------------------------------------------------------------------------------------------------- </li></ul><ul><li>The purpose of thinking “worst-case” is not to create unnecessary fear for </li></ul><ul><li>yourself but rather do distinguish fear from reality. </li></ul><ul><li>-------------------------------------------------------------------------------------------------------------------- </li></ul><ul><li>To neutralize the impact of other’s reaction. </li></ul>
    21. 21. 2.5 Reassess your decision to say No <ul><li>Saying No may carry significant costs and risks for you- and for the other, </li></ul><ul><li>it is always wise to reassess your decision. </li></ul><ul><li>Do I have the interests? </li></ul><ul><li>Do I have the power? </li></ul><ul><li>Do I have the right? </li></ul>
    22. 22. Stage One : PREPARE <ul><li>1. Uncover your Yes </li></ul><ul><li>2. Empower your No </li></ul><ul><li>3. Respect your way to Yes </li></ul>
    23. 23. Stage One: 3.Respect your way to Yes <ul><li>The other often takes our No as a personal rejection . </li></ul><ul><li>Threat the other with the same sense of </li></ul><ul><li>dignity with which you would like to be </li></ul><ul><li>treated. </li></ul>
    24. 24. 3.1 Adopt a positive attitude of respect <ul><li>Begin with self-respect. </li></ul><ul><li>You give respect to the other not so much because </li></ul><ul><li>of who they are but because of who you are . </li></ul><ul><li>Respect is an expression of yourself and your value . </li></ul>
    25. 25. 3.2 Take a second look <ul><li>When we respect the other, we are giving ourselves the </li></ul><ul><li>opportunity to look again at someone whom fear and anger </li></ul><ul><li>may have kept us from seeing fully. We are learning to observe </li></ul><ul><li>people as they truly are, to listen their underlying needs, to look </li></ul><ul><li>for what is going on inside them. </li></ul><ul><li>Act with respect, </li></ul><ul><li>whatever your feelings may be. </li></ul>
    26. 26. 3.3 Respect them for your sake <ul><li>Do Yourself a favor - it can help get your needs met. </li></ul><ul><li>1.Listen Attentively </li></ul><ul><li>-Listen to understand, not to refute </li></ul><ul><li>-Ask clarifying questions </li></ul><ul><li>2.Acknowledge the other </li></ul><ul><li>-Acknowledge the other's point of view </li></ul><ul><li>-Let them know you value them </li></ul><ul><li>-Surprise them with recognition </li></ul>
    27. 27. 3.4 Begin positive No on a positive note <ul><li>It is not easy to jump into the subject…… </li></ul><ul><li>To ask other politely for their time and attention “ I'd appreciate a word with you...“. </li></ul><ul><li>As a part of your invitation, let the other know that there is a benefit from them too, not just for you. ”I’d like to discuss something that I think it will enable us to work more effectively together...” </li></ul>
    28. 28. 3.5 Prepare, prepare, prepare As you Say NO the problematic request or behavior, Say YES to the person!
    29. 29. Case for stage of Prepare : Case study <ul><li>3 person a group, write down their real cases(10 mins) </li></ul><ul><li>Practice: Select one case </li></ul><ul><li>To practice to deliver a positive No. </li></ul><ul><li>( A: You, B: Requestor, C: Observer) </li></ul><ul><li>==================================== </li></ul><ul><li>Student Guide for uncover your Yes: </li></ul><ul><li>Out of any negative emotion; </li></ul><ul><li>Calm down and think deeply; </li></ul><ul><li>Reach down to your core (Your interests, your needs, your values) </li></ul><ul><li>Distill a single intention of core interest; </li></ul><ul><li>Crystallize your No </li></ul><ul><li>==================================== </li></ul><ul><li>After discussion, output: </li></ul><ul><li>For requestor: What’s your feeling? </li></ul><ul><li>For observer: What’s your findings? </li></ul>
    30. 30. <ul><li>Presentation your case (One case) </li></ul><ul><li>For requestor: What’s your feeling? </li></ul><ul><li>For observer: What’s your findings? </li></ul>
    31. 31. Stage Two: DELIVER <ul><li>4. Express your Yes </li></ul><ul><li>5. Assert your No </li></ul><ul><li>6. Propose A Yes </li></ul>
    32. 32. Stage Two : 4.Express your Yes <ul><li>It begins with an affirmation , </li></ul><ul><li>proceeds to establish a limit , </li></ul><ul><li>and ends with a proposal . </li></ul>
    33. 33. 4.1 The Purpose of the Initial Yes *Explain your No You are not seeking to reject them personally, but simply trying to protect what is important to you. The-statement I-statement We-statement *Affirm your No You stand on your feet. -to find your rooted concern -to create a new reality
    34. 34. 4.1.1 Explain your No : The-statement <ul><li>The-statement: (The: fact-based) </li></ul><ul><li>Stick to the facts ,&quot; Be hard on the problem, not the person&quot; </li></ul><ul><li>Let others to understand precisely what behaviors were troubling you. </li></ul><ul><li>Watch your words , </li></ul><ul><li>to avoid: “ shoulding &quot; on the other&quot;/&quot; Judgmental or subjective </li></ul><ul><li>language&quot;/&quot; Categorical statement, such as never, always, </li></ul><ul><li>nothing ,everything..&quot; </li></ul>
    35. 35. Example of “The – Statement” <ul><li>A human tendency is to point a finger at the person : “The product was delayed because your team took so long to organized and because you make too many changes.” </li></ul><ul><li>A more neutral and effective way to get the same information across is replace you with the : “The product got delayed as a result of the many changes that were made.” </li></ul><ul><li>The-statement just straight facts. </li></ul>
    36. 36. 4.1.2 Explain your No : I-statement <ul><li>Speak in first person. </li></ul><ul><li>Naming the truth of what is going on for you can have a real impact on </li></ul><ul><li>the other and on your situation. </li></ul><ul><li>Describe your interests, simply, clearly and cleanly. </li></ul><ul><li>You are not responsible for the other's reaction. </li></ul>
    37. 37. 4.1.3 Explain your No : We-statement <ul><li>-Appeal to share interests </li></ul><ul><li>Your interests are rarely yours alone . </li></ul><ul><li>-Invoke shared standard and value </li></ul><ul><li>(such as equality, fairness, or quality) </li></ul>
    38. 38. 4.2 Express your yes without saying &quot;Yes&quot; <ul><li>“ No” is a completed sentence </li></ul><ul><li>In certain circumstances, </li></ul><ul><li>you don't need to explain </li></ul><ul><li>to the other, it is your business </li></ul><ul><li>and not theirs. </li></ul>
    39. 39. 4.3 Yes, it’s a value statement <ul><li>You don't blame or shame the other. </li></ul><ul><li>You don't reject the other. </li></ul><ul><li>*You simply asset your own </li></ul><ul><li>interests, needs, and values* </li></ul>
    40. 40. Stage Two: DELIVER <ul><li>4. Express your Yes </li></ul><ul><li>5. Assert your No </li></ul><ul><li>6. Propose A Yes </li></ul>
    41. 41. Stage Two: 5. Assert Your No <ul><li>*Positive No is a shield of protection* </li></ul><ul><li>It protect you and your Yes without hurting the other. </li></ul><ul><li>-You are setting a clear limit , drawing a clean line , creating </li></ul><ul><li>a firm boundary. </li></ul>
    42. 42. 5.1 A power of No <ul><li>-> No is the key word in defining your identity ,your </li></ul><ul><li>individuality , or, in organization terms, your brand . </li></ul><ul><li>-> No is a selection principle that allow you to be who you </li></ul><ul><li>are and not someone or something else. </li></ul>
    43. 43. 5.2 Let your No flow (A natural No) <ul><li>Let it flow from your Yes , from your power , from your </li></ul><ul><li>respect . </li></ul><ul><li>To get your No heard ,a firm, neutral tone will do just </li></ul><ul><li>fine. </li></ul><ul><li>----------------------------------------------------------------------------------- </li></ul><ul><li>When you deliver a positive No, you are conveying your commitment to </li></ul><ul><li>a future course of action. With your commitment you are creating a </li></ul><ul><li>new boundary that didn't exist before. </li></ul><ul><li>----------------------------------------------------------------------------------- </li></ul>
    44. 44. Example for assert your No <ul><li>Teacher: “I’m sorry, Mrs. Taylor, but Susan cannot stay in the humanities class. She doesn’t belong there. ” </li></ul><ul><li>Mother: “No. Susan has a right to be included with her peers. We will have to find a way to make it work.” </li></ul><ul><li>Teacher: “But she is not keeping up.” </li></ul><ul><li>Mother: “Susan has challenges, but I assure you that she will do the work.” </li></ul><ul><li>Teacher: “But she got upset the other day by the work.” </li></ul><ul><li>Mother: “The reason she got upset was because she was told that she doesn’t belong in the class.” </li></ul>
    45. 45. 5.3 Saying No to demands <ul><li>“ I prefer to decline rather than do a poor job.” </li></ul><ul><li>“ I have another commitment…” </li></ul><ul><li>“ No, thanks” </li></ul><ul><li>“ I have a policy…” </li></ul>
    46. 46. 5.4 Saying No to behaviors <ul><li>“ Stop!” </li></ul><ul><li>“ Hold on </li></ul><ul><li>“ Wait a minute” </li></ul><ul><li>“ That is not ok, appropriate, allowed” </li></ul><ul><li>“ It's not ok for me” </li></ul><ul><li>“ That's enough” </li></ul>
    47. 47. Example for assert your No <ul><li>Faced with a barrage of angry insults across the telephone from a key investor, the hotel executive says calmly, “Peter, we’ll call you back tomorrow.” and hangs up the phone – in effect saying No to his behavior. </li></ul>
    48. 48. Stage Two: DELIVER <ul><li>4. Express your Yes </li></ul><ul><li>5. Assert your No </li></ul><ul><li>6. Propose A Yes </li></ul>
    49. 49. Stage Two: 6. Propose A Yes <ul><li>As you close one door with your No, </li></ul><ul><li>Open another with second Yes! </li></ul>
    50. 50. Example for propose A Yes <ul><li>A woman complained to her husband that he was spending too much time at the office. The next day, he signed up for a golf tour on the weekend! The woman was unhappy because her husband missed the point : She wanted him to spend more time at home with her and their children. She had delivered her No, but without the positive request that would make it clear what she wanted. </li></ul>
    51. 51. 6.1 As you close one door, open another <ul><li>In response to the other's behavior, we tell them what we don't </li></ul><ul><li>want them to do…. </li></ul>We should tell them “ what we do want them to do .”
    52. 52. 6.2 Saying No to demands: Offer a third option <ul><li>1.Invent options for mutual gain </li></ul><ul><li>Couple your No with a positive solution that address their needs while </li></ul><ul><li>still meeting yours. </li></ul><ul><li>2.“If…then..”-(Constrained by circumstances) </li></ul><ul><li>State the conditions under which you could say Yes. </li></ul><ul><li>3.“Later” -(Sometime your major constraints is timing) </li></ul><ul><li>In that case, a third option is to agree to other request but to change </li></ul><ul><li>the timing. </li></ul><ul><li>4.Suggest a problem-solving process </li></ul>
    53. 53. 6.3.1 Saying No to Behaviors: Make a constructive request(1) ------------------------------------------------------------------------------- <ul><li>A constructive proposal is clear, feasible, positive </li></ul><ul><li>framed, and respectful. </li></ul><ul><li>Make your request clear </li></ul><ul><li>Instead of asking the other to change their attitude or feeling , it is </li></ul><ul><li>more effective to couch your request in terms of specific </li></ul><ul><li>behaviors you would like to see. </li></ul>
    54. 54. 6.3.2 Saying No to Behaviors: Make a constructive request(2) ------------------------------------------------------------------------------- <ul><li>Make your request feasible </li></ul><ul><li>The more you take into account the other's needs and constraints, </li></ul><ul><li>the greater the chances the other will comply with your requests </li></ul>Frame your request positively Don't just tell the other to stop doing something you don't want; ask them to try doing something you do want. Make your request respectful Your manner can make the difference between acceptance and refusal.
    55. 55. 6.4 To prepare three elements and have each firmly in mind <ul><li>You start with an affirmative YES! </li></ul><ul><li>And then move to a matter-of-fact No . </li></ul><ul><li>You end with an inviting Yes? </li></ul>
    56. 56. Stage Three: FOLLOW THROUGH <ul><li>7. Stay true to your Yes </li></ul><ul><li>8. Underscore your No </li></ul><ul><li>9. Negotiate to Yes </li></ul>
    57. 57. Stage Three: 7. Stay true to your Yes <ul><li>How will you manage the other’s reaction to </li></ul><ul><li>your No? </li></ul><ul><li>And help them say Yes to </li></ul><ul><li>your proposal? </li></ul>
    58. 58. 7.1 Understand the stage to acceptance <ul><li>(Avoidance, Denial, Anxiety, Anger, </li></ul><ul><li>Bargaining, Sadness, Acceptance) </li></ul>-Control your own natural reactions . -Remember that you cannot influence the other’s behaviors unless you can first influence your own.
    59. 59. 7.1.1 Don't yield, don't attacks Yielding rewards the other’s abusive behavior, and counterattacking reinforces it. Keep your focus on what matters to you .
    60. 60. 7.1.2 Go to Balcony <ul><li>Pause before responding: </li></ul><ul><li>-Calm down with counting to ten </li></ul><ul><li>-Save your angry email as draft </li></ul><ul><li>-Go slow </li></ul>Name the game -Observer your own feelings and sensation. -As you notice your reaction, you can begin to take control and calm yourself Pinch your palm Asking a friend or colleague to accompany when it is hard for you to react to other’s provocation. Use the power of not reacting
    61. 61. 7.2 Listen respectfully <ul><li>Empathize (putting yourself in other shoes) </li></ul><ul><li>WITHOUT </li></ul><ul><li>Sympathizing (sharing the pain with them) </li></ul><ul><li>-------------------------------------------------------------- </li></ul><ul><ul><li>-Paraphrase </li></ul></ul><ul><ul><li>-Acknowledge their point without conceding yours </li></ul></ul><ul><ul><li>-Replace &quot;but&quot; with &quot;Yes...and...&quot; </li></ul></ul><ul><ul><li>-Say &quot;Oh, so ? No.“ </li></ul></ul><ul><li>-------------------------------------------------------------- </li></ul>
    62. 62. 7.3 Stand True like a tree Being a detached observer minimizes the temptation to yield or attack and allow the other’s anxiety and anger to subside, which helps pave the way to an acceptance of the reality of your No.
    63. 63. Stage Three: FOLLOW THROUGH <ul><li>7. Stay true to your Yes </li></ul><ul><li>8. Underscore your No </li></ul><ul><li>9. Negotiate to Yes </li></ul>
    64. 64. Stage Three: 8.Underscore your No <ul><li>To underscore means continuing to stand up for what is </li></ul><ul><li>important to you without destroying the possibility of a </li></ul><ul><li>deal or a healthy relationship. </li></ul>- Repeat your No -Educate the other -Deploy your Plan B
    65. 65. 8.1 Repeat Your No <ul><li>The other may pretend they did not hear you ,or that they forgot </li></ul><ul><li>what you said…. </li></ul><ul><li>You need to say No repeatedly until the other gets the </li></ul><ul><li>message. </li></ul><ul><li>*Be consistent and persistent </li></ul><ul><li>*Formulate an anchor phrase , give them more new information. </li></ul><ul><li>The key purpose is to help the other learn that your No means No. </li></ul><ul><li>*Use intentional repetition </li></ul><ul><li>No matter what tactic the others uses on you, your answer remains the same. You reiterate your limits in the same matter-of-fact tone of voice. </li></ul>
    66. 66. 8.2 Educate- Let reality be their teacher <ul><li>People learn better and resist less if they learn for </li></ul><ul><li>themselves. </li></ul><ul><li>------------------------------------------------------------------------------- </li></ul><ul><li>1. Ask reality-testing questions, </li></ul><ul><li>cause the other to reflect on the natural consequences of refusing to </li></ul><ul><li>respect your No. </li></ul><ul><li>2. Warn , don't threaten </li></ul><ul><li>3.Use logical consequences </li></ul><ul><li>You need to relate the consequence to the problem at hand so that </li></ul><ul><li>the other readily understands the connection. </li></ul><ul><li>------------------------------------------------------------------------------- </li></ul>
    67. 67. 8.3 Deploy your Plan B <ul><li>If the other continues to disrespect your needs even after your </li></ul><ul><li>warnings, it is Plan B time. </li></ul><ul><li>-Withdraw your cooperation </li></ul><ul><li>-The more power, the more respect </li></ul><ul><li>Implement your Plan B with respect and even with regret. </li></ul>
    68. 68. 8.4 Meet resistance with persistence <ul><li>*Use your power to help the other accept the </li></ul><ul><li>new reality. </li></ul><ul><li>*Let that reality be their teacher, not you. </li></ul><ul><li>*Carry out your Plan B. </li></ul>
    69. 69. Stage Three: FOLLOW THROUGH <ul><li>7. Stay true to your Yes </li></ul><ul><li>8. Underscore your No </li></ul><ul><li>9. Negotiate to Yes </li></ul>
    70. 70. Stage Three: 9. Negotiate to Yes <ul><li>The goal: A positive outcome </li></ul>-An agreement -A health, authentic relationship
    71. 71. 9.1 Build them a golden bridge <ul><li>The principal obstacles : </li></ul><ul><li>-Difficult One: Some unmet need or concern. (Reach Agreement) </li></ul><ul><li>-Difficult Two: The opinion of key constituents or stakeholder. (Get Approval) </li></ul><ul><li>-Difficult Three: Strain on your relationship. (Repair Relationship) </li></ul><ul><li>Build them a golden bridge across the </li></ul><ul><li>canyon through </li></ul>
    72. 72. 9.1.1 Facilitate a Wise Agreement (Obstacle one) <ul><li>--------------------------------------------------------------------------------------------------- </li></ul><ul><li>*Don’t compromise essentials. </li></ul><ul><li>*Address unmet interests. </li></ul><ul><li>--------------------------------------------------------------------------------------------------- </li></ul><ul><li>A wise agreement meets your essential needs and </li></ul><ul><li>addresses theirs as well . </li></ul>
    73. 73. 9.1.2 Help the other win approval (Obstacle Two) <ul><li>In helping the other say Yes, it is vital not to forget </li></ul><ul><li>Who else on the other side must say yes if the </li></ul><ul><li>agreement is to hold. </li></ul><ul><li>------------------------------------------------------------------------------------ </li></ul><ul><li>*Use the “Acceptance speech test” </li></ul><ul><li>*Help them save face </li></ul><ul><li>------------------------------------------------------------------------------------ </li></ul>
    74. 74. 9.1.3 Cultivate a healthy relationship (Obstacle three) If the other simply complies with your request but the relationship is thereafter damaged, you will consider it a short-term victory but a long-term loss . ------------------------------------------------------------------------------- -reach out to the other Pay more attention on the relationship. -rebuild confidence A sincere acknowledge, apology, or expression of regret . -replenish your goodwill account Look for opportunity to nourish the relationship. -------------------------------------------------------------------------------
    75. 75. 9.2 End on a positive Note <ul><li>Acknowledge the truth of the difficulties </li></ul><ul><li>Thank the person </li></ul><ul><li>And focus on a positive future </li></ul>
    76. 76. Conclusion: The marriage of YES and NO <ul><li>Yes without No destroys one's own satisfaction, whereas , </li></ul><ul><li>No without Yes destroys one's relationship with others. </li></ul><ul><li>The great Art is to marry Yes and No </li></ul>
    77. 77. Example of A positive NO <ul><li>In order to accommodate the pleasure of all our guests (Affirm the underlying Yes) , this is A NON-SMOKING room. (Matter-of- fact statement of reality) </li></ul><ul><li>We ask that you smoke in our smoking room, the great outdoors !(Lead a concrete instruction) </li></ul><ul><li>Thank You! (End with a simple gesture of respect) </li></ul>
    78. 78. Practicing The positive No <ul><li>Fortunately, each of </li></ul><ul><li>us is offered many opportunities </li></ul><ul><li>a day to practice saying No. </li></ul>
    79. 79. Q&A <ul><li>Summary and let each learner to share what’s their lesson </li></ul><ul><li>learn? Or which messages from the charts impressed them </li></ul><ul><li>deeply. Open comments . </li></ul>
    80. 80. Thanks The reference book: The power of a positive no - William Ury

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