Kris Kego

Department of Construction Management

Sem 1; 2018-2019

SPEECH 3
PERSUASION & NEGOTIATION
NEGOTIATION

 This refers to the act of convincing another

person/ group of persons to arrive at a
favourable position to all parties during a
transaction or mutual discussion
PERSUASION

 This is the process of negotiating to your

advantage
 It refers to the process of changing a persons
views towards an event, idea, or object, or
person by using written or spoken words.
WHO PRESENTS THE MOST CONVINCING
OPTION?
THE PERSUASION TOOLS MODEL
 Andrea Reynolds developed the Persuasion
Tools Model
 The model is based on work by the psychologist
Kenneth Berrien
 It links negotiation and persuasion style to
emotional intelligence (EI)
 You can use the model to develop your
influencing and persuasion skills, and become
a better negotiator
THE PERSUASION TOOLS MODEL
THE PERSUASION TOOLS MODEL

 In this diagram, the horizontal axis represents

influencing, which is a measure of your overall
persuasion capability
 The vertical axis represents the level of intuition
required when using a certain negotiation style
 The quadrants highlight negotiation approaches
that may work best for you, based on your levels of
intuition and your influencing skills
THE PERSUASION TOOLS MODEL

 These approaches are emotion, logic,

bargaining, and compromise
 For example, if you have a low level of intuition
but you're good at influencing others, the best
approach would be to use logic in a negotiation
 However, if you have low intuition and are poor
at influencing others, the best approach would
be to use compromise
EMOTION
 Using emotion effectively in negotiation involves
understanding the emotions and feelings of the
people you are negotiating with to project your
influence
 So you need high levels of intuition, and good
influencing skills
 Obviously, using emotion in negotiation can be
risky, and you need to have a good understanding
of the people you are negotiating with for it to be
successful
LOGIC
 With logic, you use facts and data to make your
case
 You can use logic confidently if you have low
intuition, but high influencing capability
 For example, you need to convince your
company's executive board that it would be
worth acquiring a small distribution company,
instead of outsourcing that function to an
external organization
BARGAINING

 Bargaining is one of the easiest and most

popular methods of negotiation
 To bargain effectively, you don't need to have
strong influencing skills
 However, you do need higher levels of intuition
because it can be costly to use bargaining at
the wrong time, such as too soon in a
negotiation
COMPROMISE
 Compromise is considered the least powerful of all
the negotiating styles, and it may be all that's
available to less-skilled negotiators
 For example, you've been at your current job for six
months. Since you started, you've worked nights
and weekends to catch up on the workload. You
believe that you deserve a raise for the extra
work?
 In the end, you accept a lower pay rise than you
wanted, in return for more vacation time
KEY POINTS
 The Persuasion Tools Model helps you think
about which negotiation approach may work
best for you
 By matching your levels of intuition and
influencing skills with the right approach, you'll
have a better chance of a positive outcome in
your negotiations
 Focus on improving your intuitiveness,
influencing skills, and overall negotiation skills
LIMITATIONS OF THE PERSUASION TOOLS
MODEL
 It can be hard to measure your levels of
intuition and influencing skills effectively
 There will also be times when you'll need to use
a mixture of emotion, logic, bargaining, and
comprise in your negotiations
 Interpret your conclusions with common sense.
HOW TO NEGOTIATE
 Respect the "Speech Act"
 The idea of a "speech act" (Searle,
1969) reflects the notion that speech carries a
component of action
 But most of the rest of what we consider
"speech" carries a dimension of action as
well: promising, demanding, informing,
questioning, etc., are all different forms of
action
PHASES OF NEGOTIATION

 Phase One: Icebreaking

 Instead of diving into the fray, spend some time
draining the tension that grows naturally in an
adversarial situation
PHASES OF NEGOTIATION

 Phase Two: Positioning

 This is the time to argue

 Give reasons why your position is strong and

their position is weak
 Done well, these arguments serve the
persuasive function of positioning you in the
best way to take advantage of the bargaining
phase
PHASES OF NEGOTIATION

 Phase Three: Bargaining

 This is the phase for offers and counteroffers,
anchors and adjustments.
 The takeaway from the research is that a
bargaining phase performs best when the focus is
just on the process of making, considering, and
responding to offers, and not on the very different
process of arguing the merits of the offers and the
merits of your position in the dispute
OVERCOMING RESISTANCE

 If You Encounter Resistance at One Phase,

Retreat and Rebuild in the Previous Phase
 If the positioning is going poorly, then go back
to ice-breaking
 If the bargaining isn't getting you anywhere,
then go back to positioning
 Make counter-arguments, but avoid making
offers until you're both argued out
REFERENCES

 http://www.persuasivelitigator.com/2011/08
 Maaravi Y, Ganzach Y, & Pazy A (2011).
Negotiation as a form of persuasion:
 Arguments in first offers. Journal of personality
and social psychology, 101 (2), 245-55 PMID
 When You Press the Negotiations, Pause the
Persuasion Dr. Ken Broda-Bahm