3.  Explore the influencing process from a more strategic perspective  Identify constraints and thinking tools  Investigate the strategies from the Harvard Negotiation Program  Use case studies to practise and review

5. Influencing = communication for the purpose of persuasion

6. ► The ability to influence is the most powerful indicator of job satisfaction ► Supports emerging leaders in the challenge of bringing others along with them ► Congruence with the McKinsey model – 5 dimensions of leadership

16.  Persuasion needs to be ‘ on the merits ’  Manipulation and coercion may change short term behaviour but  Over time they destroy trust and the power to influence

17.  Politics are a minefield  There is a difference between being a political player and being politically astute  The powerful long-term influencer is apolitical

18. ■ The non-negotiables  Boundaries  Psychological conditions ■ Misalignment of culture and values ■ The urge to ‘win’ or ‘be seen to be right’ ■ Maslow’s hierarchy is always in play

20. ► the role of context

21. ► the power of our perceptions

22.  Count the number of completed passes between players with white shirts  Players with black shirts are irrelevant  Only completed passes are counted and if the ball bounces before it is caught it is not counted

26. ► Discuss what you see with those on your table ► Negotiate agreement about what you see ► Prepare to share your answer with the room

31. I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings I add I add MEANINGS (cultural and personal) I select DATA from what I observe OBSERVABLE ‘DATA’ AND EXPERIENCES (as a videotape recorder might capture it) The Reflexive Loop Our beliefs affect what data we select next time. Adapted from ‘Overcoming Organizational Defences’ Chris Argyris 1990

33. I) PROBLEMII) ACTION

34. I) PROBLEMII) ACTION HeadacheAspirin

35. I) PROBLEM Headache

36. I) PROBLEM Headache II) DIAGNOSIS Check pulse, blood pressure, heart, ECG, etc

37. I) PROBLEM Headache II) DIAGNOSIS Check pulse, blood pressure, heart, ECG, etc III) GENERAL PRESCRIPTION Lower blood pressure

38. I) PROBLEM Headache II) DIAGNOSIS Check pulse, blood pressure, heart, ECG, etc III) GENERAL PRESCRIPTION Lower blood pressure IV) ACTION Take tablets change diet more exercise

40.  If you want to change how they see things – find out how they see things ♦ Question assumptions ♦ Are you thinking about the symptoms or the problem ♦ Use the reflexive loop tool

41.  Maximise your power ♦ Question your assumptions about who has the power ♦ Create power in your good opinion ♦ Authenticity and congruence enhance ‘ presence ’

42.  Make it easy to say yes ♦ Offer a solution not a problem ♦ It is possible to be too flexible and accommodating

43.  No surprises ♦ Signal your presence ♦ Repetition repetition repetition ♦ Remove distractions

44.  Focus on interests not positions ♦ A counterintuitive concept for most of us ♦ Takes us from ‘what’ people say they want to ‘why’ ♦ Be clear about yours and clarify theirs

45.  Commit to building repertoire ♦ Be a double loop learner ♦ Be prepared to change the buttons

48.  Take account of different behavioural preferences ► consider different requirements of ► Extroverts vs introverts ►Task vs project people ►Thinkers vs feelers

49.  The only thing you can change is your own behaviour ► Consider the Covey notion of the ‘circle of influence’ (see handout)

50. ■ Where are we up to? ■ What have we covered? ■ Any questions we should think about at this stage? ■ What’s next?

51. An introduction to the tools from the Harvard negotiation Program Learning a more formal and strategic way to: Prepare for Conduct and Review a negotiation

53. ■ an introduction to the 7 element process ■ Development of a preparation memo

55. ► Discuss on your tables ► Can we develop a list?

56. è what is fair? è win/win? è reach agreement? è do better than the other side? è break their bottom line? è get there efficiently? A GOOD OUTCOME TO NEGOTIATION

57. è Better than ALTERNATIVES (BATNA) è Satisfies INTERESTS: -Ours:well -Yours: acceptably -Others: tolerably è Amongst best of many OPTIONS A GOOD OUTCOME

58. A B 2 3 1 xx xx x PARETO OPTIMAL

59. è Better than ALTERNATIVES (BATNA) è Satisfies INTERESTS-Ours:well -Yours: acceptably -Others:tolerably è Amongst best of many OPTIONS è LEGITIMACY - measured by objective criteria è Well planned, compliance-prone COMMITMENTS è Effective COMMUNICATION è Helps build RELATIONSHIP A GOOD OUTCOME

60. ► collect the Finger Wharf problem ► develop a preparation memo in a group (with the same facts) ► Find a negotiation partner with different facts ► Negotiate (30 minutes)  Search for pareto possibilities  Don’t rush!

62.  A review of what we’ve covered today  Questions about your difficult negotiations  Session close