Chapter Six : Finding ad Using Negotiation Leverage
Summary:
This chapter focused about the negotiation leverage. Leverage means the tools that all negotiators want to increase the probability of achieving goal. The concept of leverage related to the use of POWER and INFLUENCES which are deeply discussed in this chapter as well. First of all, we should know the definition of Power which is the ability to get things done the way we want them to be done. The negotiator should know the source of power and how the negotiator acquires the power. We focused on three following specific variations:
• Power based on Information and Expertise: Ability to assemble and organize the data to support the position, arguments, and desired outcome.
• Power based on Control over Resources: Ability to control resources (money, supplies, human capital, time, equipment, critical services, and interpersonal support) making the power
• Power based on One’s Position: Ability to control legitimate power, location in an organization structure, criticality and relevance, flexibility, and visibility through that position.
In negotiation, the negotiator need to use some tactics called INFLUENCE to convince others that the offer is reasonable, and to alter the others’ belief about the objectives. The influence might be developed into two general paths which are message, and central route and peripheral route. The central route leads the high ability to scrutinize issue-relevant arguments while the peripheral route leads to attitude change without argument scrutiny. The central route influences the message through the content, structure, and delivery style. The message content is discussed to four questions to consider (1) how make the offer attractive to the other party, (2) how to frame the message so the other party will say yes, (3) how to make messages normative, and (4) how to obtain agreement in principle. The negotiators need to consider the message structure in the following aspects: One- and two-sided messages, message components, repetition, and conclusion. Also the negotiators need to consider the active versus passive participation, the use of vivid language and metaphors, the use of threats to incite fears, and the violation of the receiver’s expectations. This chapter also talked about the peripheral that is less likely to bring about real attitude change, is more likely to last a shorter time, and is more vulnerable to counterinfluence. There are three sets of strategies will be considered: message aspects, attributes of the persuader, and elements of the influence context.
For the message aspect, we discuss two elements: message order (the way in which the influence seeker chooses to order the arguments), and the use of distraction to interfere with the target’s ability to think about the arguments.
For the attributes of the persuader, we can characterize the source which effects the potential recipient of a persuasive message into three categories: credibility (Personal reputation for Integrity, Intention to Persuade, Use or Minimize Status Differences, Appearance and Self-Presentation, Associates, Perceived Expertise, and Persistence and Tenacity), attractiveness (Friendliness, Ingratiation, Likability, Perceived Similarity, and Emotion), and authority.
For the aspect of context, we consider the following five strategies; Reciprocity, Commitment, Social Proof, Scarcity, and Use of reward and punishment.
Last, this chapter discussed about the role of receivers and factor related to the person who is the target of influence. The receiver can signal the sender about the general acceptability and favorableness of the message being sent. It’s important to monitor the other’s receptiveness, avoid taking the defensive/combative stance, and help the receivers hear and understand better. That the sender makes eye contact, adjusts body position, and nonverbally encourages or discourages what the other says, show the sender attend to the others. The negotiator should explore the other’s party to reveal his or her needs and interests. There are at least three major things that the listeners can do to resist the other’s influence efforts: BATNA, make a public commitment, and inoculate ourselves against the other’s persuasive message.
Summary:
This chapter focused about the negotiation leverage. Leverage means the tools that all negotiators want to increase the probability of achieving goal. The concept of leverage related to the use of POWER and INFLUENCES which are deeply discussed in this chapter as well. First of all, we should know the definition of Power which is the ability to get things done the way we want them to be done. The negotiator should know the source of power and how the negotiator acquires the power. We focused on three following specific variations:
• Power based on Information and Expertise: Ability to assemble and organize the data to support the position, arguments, and desired outcome.
• Power based on Control over Resources: Ability to control resources (money, supplies, human capital, time, equipment, critical services, and interpersonal support) making the power
• Power based on One’s Position: Ability to control legitimate power, location in an organization structure, criticality and relevance, flexibility, and visibility through that position.
In negotiation, the negotiator need to use some tactics called INFLUENCE to convince others that the offer is reasonable, and to alter the others’ belief about the objectives. The influence might be developed into two general paths which are message, and central route and peripheral route. The central route leads the high ability to scrutinize issue-relevant arguments while the peripheral route leads to attitude change without argument scrutiny. The central route influences the message through the content, structure, and delivery style. The message content is discussed to four questions to consider (1) how make the offer attractive to the other party, (2) how to frame the message so the other party will say yes, (3) how to make messages normative, and (4) how to obtain agreement in principle. The negotiators need to consider the message structure in the following aspects: One- and two-sided messages, message components, repetition, and conclusion. Also the negotiators need to consider the active versus passive participation, the use of vivid language and metaphors, the use of threats to incite fears, and the violation of the receiver’s expectations. This chapter also talked about the peripheral that is less likely to bring about real attitude change, is more likely to last a shorter time, and is more vulnerable to counterinfluence. There are three sets of strategies will be considered: message aspects, attributes of the persuader, and elements of the influence context.
For the message aspect, we discuss two elements: message order (the way in which the influence seeker chooses to order the arguments), and the use of distraction to interfere with the target’s ability to think about the arguments.
For the attributes of the persuader, we can characterize the source which effects the potential recipient of a persuasive message into three categories: credibility (Personal reputation for Integrity, Intention to Persuade, Use or Minimize Status Differences, Appearance and Self-Presentation, Associates, Perceived Expertise, and Persistence and Tenacity), attractiveness (Friendliness, Ingratiation, Likability, Perceived Similarity, and Emotion), and authority.
For the aspect of context, we consider the following five strategies; Reciprocity, Commitment, Social Proof, Scarcity, and Use of reward and punishment.
Last, this chapter discussed about the role of receivers and factor related to the person who is the target of influence. The receiver can signal the sender about the general acceptability and favorableness of the message being sent. It’s important to monitor the other’s receptiveness, avoid taking the defensive/combative stance, and help the receivers hear and understand better. That the sender makes eye contact, adjusts body position, and nonverbally encourages or discourages what the other says, show the sender attend to the others. The negotiator should explore the other’s party to reveal his or her needs and interests. There are at least three major things that the listeners can do to resist the other’s influence efforts: BATNA, make a public commitment, and inoculate ourselves against the other’s persuasive message.
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