Negotiation and influencing skills

by Toronto Training and HR

November 2013
CONTENTS
5-6
7-8
9-12
13-14
15-16
17-18
19-20
21-23
24-26
27-28
29-30
31-32
33-34
35-36
37-46
47-48
49-50

Definitions
Inf...
Introduction

Page 3
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy h...
Definitions

Page 5
Definitions
• Negotiation
• Influencing
• Manipulation

Page 6
Influencing elements

Page 7
Influencing elements
• Clarity
• Competence
• Relationships

Page 8
Styles of influencing

Page 9
Styles of influencing 1 of 3
•
•
•
•

Page 10

Involving
Inquiring
Leading
Proposing
Styles of influencing 2 of 3
•
•
•
•
•

Page 11

Rationalizing
Asserting
Negotiating
Inspiring
Bridging
Styles of influencing 3 of 3
•
•
•
•
•

Page 12

Tell
Sell
Negotiate
Problem solve
Coach/facilitate
Influencing models

Page 13
Influencing models
• Tough battler
• Friendly helper
• Logical thinker

Page 14
Sources of leadership
influence

Page 15
Sources of leadership influence
•
•
•
•
•
•

Personal motivation
Personal ability
Social motivation
Social ability
Structu...
Traits shared by influential
people

Page 17
Traits shared by influential people
• Knowing what you want and
believing you can get it
• Credibility
• Trustworthiness
•...
Preparing to negotiate

Page 19
Preparing to negotiate
•
•
•
•
•
•

Define outcome
Background
Specify objectives
Assess the power
Decide strategy
Plan arg...
A negotiation campaign

Page 21
A negotiation campaign 1 of 2
• Choose the right parties
and group them into fronts
• Assess interdependencies
among front...
A negotiation campaign 2 of 2
EXAMPLES
• Negotiating an industry
technology standard
• Negotiating strategic change
• Nego...
Personalities in
negotiation

Page 24
Personalities in negotiation 1 of 2
Analytical

Driver

Amiable

Expressive

Page 25
Personalities in negotiation 2 of 2
•
•
•
•
•

Characteristics
We can be seen as…
Dress code
The environment we create
Dea...
Negotiating wisdom

Page 27
Negotiating wisdom
• Be aware of the difference
between positions and
interests
• Be creative
• Be fair
• Be prepared to c...
Signals

Page 29
Signals
• Definition
• The hidden language of signals
• Sample signals

Page 30
Push or pull

Page 31
Push or pull
• Kung Fu
• Ju-Jitsu

Page 32
Difficult people

Page 33
Difficult people
• Go quiet on you
• Make demands
• Are over-friendly and
complimentary
• Unpredictable, changing the
subj...
Working towards an
agreement

Page 35
Working towards an agreement
Their levers

Difficult issues

Lubricators

Our levers

Page 36
Third party intervention

Page 37
Third party intervention 1 of 9
•
•
•
•
•

Advantages
Disadvantages
Conditions where it may help
When is it appropriate?
T...
Third party intervention 2 of 9

Page 39
Third party intervention 3 of 9
FORMAL INTERVENTIONS
• Arbitration
• Mediation
• Process consultation

Page 40
Third party intervention 4 of 9
INFORMAL INTERVENTIONS
• Inquisitorial intervention
• Adversarial intervention
• Providing...
Third party intervention 5 of 9

Page 42
Third party intervention 6 of 9
DIMENSIONS THAT ACCOUNT FOR THE
FORM OF INTERVENTION
• Amount of attention manager gives t...
Third party intervention 7 of 9
TIMING OF THE INTERVENTION
• Prevention of conflict
• Resolving conflict
• Containing conf...
Third party intervention 8 of 9
ALTERNATIVE DISPUTE RESOLUTION
SYSTEMS
• Preventative
• Negotiated
• Facilitated
• Fact-fi...
Third party intervention 9 of 9

Page 46
Drill

Page 47
Drill

Page 48
Conclusion and questions

Page 49
Conclusion and questions
Summary
Videos
Questions

Page 50
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Negotiation and influencing skills November 2013

  1. 1. Negotiation and influencing skills by Toronto Training and HR November 2013
  2. 2. CONTENTS 5-6 7-8 9-12 13-14 15-16 17-18 19-20 21-23 24-26 27-28 29-30 31-32 33-34 35-36 37-46 47-48 49-50 Definitions Influencing elements Styles of influencing Influencing models Sources of leadership influence Traits shared by influential people Preparing to negotiate A negotiation campaign Personalities in negotiation Negotiating wisdom Signals Push or pull Difficult people Working towards an agreement Third party intervention Drill Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. 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 banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Negotiation • Influencing • Manipulation Page 6
  7. 7. Influencing elements Page 7
  8. 8. Influencing elements • Clarity • Competence • Relationships Page 8
  9. 9. Styles of influencing Page 9
  10. 10. Styles of influencing 1 of 3 • • • • Page 10 Involving Inquiring Leading Proposing
  11. 11. Styles of influencing 2 of 3 • • • • • Page 11 Rationalizing Asserting Negotiating Inspiring Bridging
  12. 12. Styles of influencing 3 of 3 • • • • • Page 12 Tell Sell Negotiate Problem solve Coach/facilitate
  13. 13. Influencing models Page 13
  14. 14. Influencing models • Tough battler • Friendly helper • Logical thinker Page 14
  15. 15. Sources of leadership influence Page 15
  16. 16. Sources of leadership influence • • • • • • Personal motivation Personal ability Social motivation Social ability Structural motivation Structural ability Page 16
  17. 17. Traits shared by influential people Page 17
  18. 18. Traits shared by influential people • Knowing what you want and believing you can get it • Credibility • Trustworthiness • Empathy • Inspirational • Open-mindedness • Communication capability Page 18
  19. 19. Preparing to negotiate Page 19
  20. 20. Preparing to negotiate • • • • • • Define outcome Background Specify objectives Assess the power Decide strategy Plan arguments Page 20
  21. 21. A negotiation campaign Page 21
  22. 22. 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 adapt Page 22
  23. 23. A negotiation campaign 2 of 2 EXAMPLES • Negotiating an industry technology standard • Negotiating strategic change • Negotiating country acceptance of a new drug Page 23
  24. 24. Personalities in negotiation Page 24
  25. 25. Personalities in negotiation 1 of 2 Analytical Driver Amiable Expressive Page 25
  26. 26. Personalities in negotiation 2 of 2 • • • • • Characteristics We can be seen as… Dress code The environment we create Dealing with the different personalities Page 26
  27. 27. Negotiating wisdom Page 27
  28. 28. 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 Page 28
  29. 29. Signals Page 29
  30. 30. Signals • Definition • The hidden language of signals • Sample signals Page 30
  31. 31. Push or pull Page 31
  32. 32. Push or pull • Kung Fu • Ju-Jitsu Page 32
  33. 33. Difficult people Page 33
  34. 34. 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 Page 34
  35. 35. Working towards an agreement Page 35
  36. 36. Working towards an agreement Their levers Difficult issues Lubricators Our levers Page 36
  37. 37. Third party intervention Page 37
  38. 38. Third party intervention 1 of 9 • • • • • Advantages Disadvantages Conditions where it may help When is it appropriate? Types of third party intervention Page 38
  39. 39. Third party intervention 2 of 9 Page 39
  40. 40. Third party intervention 3 of 9 FORMAL INTERVENTIONS • Arbitration • Mediation • Process consultation Page 40
  41. 41. Third party intervention 4 of 9 INFORMAL INTERVENTIONS • Inquisitorial intervention • Adversarial intervention • Providing impetus Page 41
  42. 42. Third party intervention 5 of 9 Page 42
  43. 43. 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 Page 43
  44. 44. Third party intervention 7 of 9 TIMING OF THE INTERVENTION • Prevention of conflict • Resolving conflict • Containing conflict Page 44
  45. 45. Third party intervention 8 of 9 ALTERNATIVE DISPUTE RESOLUTION SYSTEMS • Preventative • Negotiated • Facilitated • Fact-finding • Advisory • Imposed Page 45
  46. 46. Third party intervention 9 of 9 Page 46
  47. 47. Drill Page 47
  48. 48. Drill Page 48
  49. 49. Conclusion and questions Page 49
  50. 50. Conclusion and questions Summary Videos Questions Page 50
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