Gaining Leverage Gaining Leverage Through Power and Through Power and

PersuasionPersuasion

Leverage in NegotiationsLeverage in Negotiations If leverage is perceived as If leverage is perceived as balancedbalanced – the – the

parties parties bargaining powerbargaining power is balanced is balanced If If unbalancedunbalanced – the negotiation process – the negotiation process

and outcome may be affected and the and outcome may be affected and the party with greater power may choose a party with greater power may choose a win-lose approach, and not a mutual-win-lose approach, and not a mutual-gains approachgains approach

A party’s A party’s BATNA = greatest source of BATNA = greatest source of powerpower

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Negotiation SkillsNegotiation Skills Skill 5.1: Use your Skill 5.1: Use your BATNABATNA Skill 5.2: Recognize the Skill 5.2: Recognize the sources of sources of

powerpower (both sides) (both sides) Skill 5.3: Marshal Skill 5.3: Marshal persuasive argumentspersuasive arguments

to support your interests/positionsto support your interests/positions Skill 5.4: Use Skill 5.4: Use verbal and nonverbalverbal and nonverbal

communication to persuadecommunication to persuade Skill 5.5: Use Skill 5.5: Use threatsthreats to gain to gain

concessionsconcessions

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Chapter Case: Death in a Chapter Case: Death in a Police Excessive Force Police Excessive Force

IncidentIncident Wilma filed a wrongful death lawsuit when her Wilma filed a wrongful death lawsuit when her

husband James, an 18-year-old African husband James, an 18-year-old African American male, was shot and killed by Officer American male, was shot and killed by Officer JonesJones

Officer Jones believed James was pulling a gun Officer Jones believed James was pulling a gun (he was not) and shot him in the back(he was not) and shot him in the back

African American communities were angered African American communities were angered when the grand jury failed to indict Joneswhen the grand jury failed to indict Jones

Wilma sued Officer Jones for negligent Wilma sued Officer Jones for negligent homicidehomicide

Jones offered to settle for $350,000Jones offered to settle for $350,000 Negotiation meeting: Wilma refused the Negotiation meeting: Wilma refused the

$350,000 and countered with $3,000,000$350,000 and countered with $3,000,000

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Leveraging Power from Leveraging Power from Your BATNAYour BATNA

In negotiations:In negotiations: PowerPower = ability to induce the other party to = ability to induce the other party to

settle for lesssettle for less Leverage Leverage = the use of power to achieve goals= the use of power to achieve goals

Power is relational – derives from the Power is relational – derives from the relationship of the parties to the situationrelationship of the parties to the situation

The ability to walk away (BATNA) = the The ability to walk away (BATNA) = the most essential bargaining powermost essential bargaining power

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Leveraging Power from Leveraging Power from Your BATNA (cont.)Your BATNA (cont.)

BATNA is “in the eye of the beholder”BATNA is “in the eye of the beholder” BATNA is a BATNA is a perceived valueperceived value Thus, if the other party perceives Thus, if the other party perceives

your BATNA is greater then you have your BATNA is greater then you have leverageleverage

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Power and PersuasionPower and Persuasion In any negotiation BOTH parties bring In any negotiation BOTH parties bring

bargaining power to the tablebargaining power to the table The negotiation outcome, to some The negotiation outcome, to some

extent, depends on the power balanceextent, depends on the power balance Possible power situations:Possible power situations:

BalancedBalanced A B A B

A power advantage A BA power advantage A B

B power advantage A BB power advantage A B

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If Your BATNA Is InferiorIf Your BATNA Is Inferior If the parties believe your BATNA is If the parties believe your BATNA is

inferior to the other party’s BATNA:inferior to the other party’s BATNA: Keep your BATNA concealed, increase Keep your BATNA concealed, increase

its perceived strengthits perceived strength Weaken the other party’s BATNA – thus Weaken the other party’s BATNA – thus

balance the seesawbalance the seesaw Team up with other parties to increase Team up with other parties to increase

your BATNAyour BATNA

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If Your BATNA Is Inferior If Your BATNA Is Inferior (cont.)(cont.)

How can these alternatives be How can these alternatives be achieved during negotiations?achieved during negotiations? Introduce new informationIntroduce new information Seek a new outside option to a Seek a new outside option to a

settlementsettlement Seek a third party’s opinionSeek a third party’s opinion Alter the other party’s Alter the other party’s perceptionperception of of

your BATNAyour BATNA

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Sources of PowerSources of Power

1.1. RewardReward: Raises, perks, promotions: Raises, perks, promotions2.2. CoerciveCoercive: Punishment, firing, walk : Punishment, firing, walk

awayaway3.3. LegitimateLegitimate: Position, approval : Position, approval

authority authority 4.4. ExpertExpert: Specialized knowledge: Specialized knowledge5.5. ReferenceReference: Charisma, charm: Charisma, charm

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Leveraging Power Through Leveraging Power Through PersuasionPersuasion

Principles of persuasion that can be used to Principles of persuasion that can be used to alter the other party’s viewpoint:alter the other party’s viewpoint:

1. 1. Frame the questionFrame the question that is vital – that is vital – present it in the most favorable lightpresent it in the most favorable light 2. Marshal 2. Marshal persuasive argumentspersuasive arguments to to answer that questionanswer that question 3. Choose the 3. Choose the most persuasive argumentmost persuasive argument to support your positionto support your position 4. Match4. Match nonverbalnonverbal communication to the verbal communication to the verbal

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Personality Types

Common Nonverbal Behaviors

Creating Persuasive Creating Persuasive ArgumentsArguments

Three keys (according to Aristotle):Three keys (according to Aristotle): PassionPassion (Pathos): focus on emotions (Pathos): focus on emotions

Example: appeals to fairness, reciprocityExample: appeals to fairness, reciprocity LogicLogic (Logos): focus on information (Logos): focus on information

Example: mathematical estimates, pros and Example: mathematical estimates, pros and cons of an actioncons of an action

CharacterCharacter (Ethos): focus on the person (Ethos): focus on the person Example: Cite their reputation for Example: Cite their reputation for honesty, fairness, authorityhonesty, fairness, authority

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Using Persuasive Using Persuasive LanguageLanguage

Tactics that make an argument persuasive:Tactics that make an argument persuasive:1.1. MetaphorMetaphor: A powerful way to convey meaning from : A powerful way to convey meaning from

one thing to anotherone thing to another2.2. HumorHumor: Can create a positive atmosphere, or diffuse : Can create a positive atmosphere, or diffuse

a tense momenta tense moment3.3. Using propsUsing props: Visual people respond better to images : Visual people respond better to images

and words than verbal communications. Props can and words than verbal communications. Props can focus the discussion easilyfocus the discussion easily

4.4. StorytellingStorytelling: Conveys the interests behind the : Conveys the interests behind the positionposition

5.5. Focus on other party’s perspectiveFocus on other party’s perspective: Use either a : Use either a central route – encourage content, or peripheral central route – encourage content, or peripheral route – using throwaways, friendly/flattering behaviorroute – using throwaways, friendly/flattering behavior

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Tools for Persuasive Tools for Persuasive CommunicationCommunication

Successful negotiators create leverage through Successful negotiators create leverage through persuasivepersuasive Verbal communicationVerbal communication: direct single dialogue to present : direct single dialogue to present

a position, followed by silence (use tone, pitch, and a position, followed by silence (use tone, pitch, and volume of your voice to convey meaning)volume of your voice to convey meaning)

Nonverbal communicationNonverbal communication: can add emphasis through : can add emphasis through body language, facial expressions, actionsbody language, facial expressions, actions

KinesisKinesis: posture and physical movements (standing up, circling, : posture and physical movements (standing up, circling, walking out)walking out)

Eye movementEye movement: maintain eye contact to convey security, : maintain eye contact to convey security, truthfulnesstruthfulness

Facial expressionFacial expression: can express anger, happiness, fear, concern, : can express anger, happiness, fear, concern, etc., but also can be misreadetc., but also can be misread

GesturesGestures: can be misread: can be misread Time and spaceTime and space: arriving on time, pleasant meeting space send : arriving on time, pleasant meeting space send

cuescues

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Persuasion Through Persuasion Through ProcessProcess

Process techniques to shape the other Process techniques to shape the other party’s perceptionparty’s perception

1.1. Identify the decision makerIdentify the decision maker: take the : take the discussion to themdiscussion to them

2.2. Address needs of individual team membersAddress needs of individual team members if the interests of the groups are diffusedif the interests of the groups are diffused

3.3. Frame the issue in terms of achieving Frame the issue in terms of achieving common good for both partiescommon good for both parties, or meeting , or meeting shared core valuesshared core values

4.4. Share the diagnosisShare the diagnosis of the problem to of the problem to create support from both partiescreate support from both parties

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Leveraging Power Leveraging Power Through Pressure TacticsThrough Pressure Tactics

Key concepts:Key concepts: Power is always relative – the Power is always relative – the power balancepower balance

between parties is criticalbetween parties is critical Power can be Power can be real or perceivedreal or perceived Self-confidenceSelf-confidence gives one power gives one power Belief that Belief that power will be usedpower will be used can make it can make it

unnecessary to existunnecessary to exist Power can be Power can be limitedlimited by outside influences by outside influences Ends and meansEnds and means can’t be separated can’t be separated Exercising power involves Exercising power involves risks and costsrisks and costs Balance of power may Balance of power may changechange

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