Power influence and persuasion pdf

Therefore, techniques and tactics of persuasion refers to the skills, methods and approaches used by one party to influence the other in negotiation.

In a broader sense, persuasion is an aspect of negotiation. With respect to this, negotiation can be defined as a process of planning, reviewing and analyzing used by both a supplier and a customer on the overall cycle of a product not only pertaining to the price. We are confronted by persuasion in a wide variety of forms every single day. Persuasion is not just something that is useful to marketers and salesmen.

However, learning how to utilize these techniques and tactics in daily life can help you become a better negotiator and make it more likely that you will get what you want. Because influence is so useful in so many aspects of daily life, persuasion techniques have been studied and observed since ancient times.

Persuasion is an umbrella term of influence. Persuasion can attempt to influence a person's beliefs, attitudes, intentions, motivations, or behaviors. According to Perloff , persuasion can be defined as " This makes most tactics in use today 'win-lose' by nature. We would like to urge negotiators to only use ethical tactics. We are against using most tactics in principle, and recommend instead that you seek a more collaborative, open and trust building approach wherever possible.

It is however worth learning how to identify and defend against tactics. We have so many tactics in negotiation but below are some few of them 1. Know your context. Is the negotiation one-shot or long-term? In "The Mind and the Heart of the Negotiator," Kellogg management professor Leigh Thompson notes that the interaction between a customer and the wait staff at a highway roadside diner is one of the few one-shot negotiations that happen in life — there's little chance that patron or staff will see each other again.

But every other negotiation is long-term, with employment negotiations as a primary example. If it's long-term, you need to manage not only monetary value, but the impression you're making. Make the first offer.

It makes use of the anchoring effect. If you start high, the hiring manager may adjust the figure down slightly. But that's typically a stronger position than starting low and trying to negotiate up.

Make an aggressive offer. Columbia University negotiation scholar Adam Galinsky says that people are overly cautious when making first offers.

On HBS Working Knowledge, Galinsky likens negotiating a salary to selling a house: Take the perspective of the seller: more extreme first offers lead to higher final settlements. High-anchor offers lead buyers to focus on a negotiated item's positive attributes. In addition, an aggressive first offer allows you to offer concessions and still reach an agreement that's much better than your alternatives.

In contrast, a nonaggressive first offer leaves you with two unappealing options: Make small concessions or stand by your demands. Before you go in, know the lowest amount you'd accept. Scholars call it the "reservation value," or the lowest amount you'll take.

Mirror the other person's behavior. When people are getting along, they mimic one another — mirroring each other's accents, speech patterns, facial expressions, and body language. A Stanford-Northwestern-INSEAD study found that people who were coached to mimic their negotiation partners behavior not only negotiated a better deal, but expanded the pie for both people.

Emphasize your potential. A Stanford-Harvard study recently cited on Marginal Revolution suggests that accomplishments aren't what capture people's attention — rather, it's a person's perceived potential.

Don't demand a single number. New research indicates that people respond best when given a "bolstering range offer," where you state the number that you're looking for — and a range above it.

Offering a range strikes people as more reasonable than standing firm on a single number, so you're less likely to get hit with an extreme counteroffer, which suddenly become way less polite. Tell them something about yourself. In a experiment cited by Adam Grant, Northwestern and Stanford students were asked to negotiate over email.

Some went straight to business, exchanging only names and email addresses. Others went off-topic, "schmoozing" about hometowns and hobbies. Keep all your options on the table. Skilled negotiators don't "sequence" the topics within a negotiation.

They keep everything on the table. So instead of saying "Let's resolve the salary first, and then we'll move on to the other issues," you resolve the components of the agreement all together; location, vacation time, or signing bonus. These are; Consistency — The first of the influence tactics demonstrates that we normally follow consistency, so if someone commits on a small level to something, they are more likely to be consistent and continue committing to it later.

Reciprocation — As humans, we generally aim to return favours and pay back people that have given us something.

Again, in the sales world, this could be a free gift added in. If a team works late, then maybe we will too in order to comply. Again, if a group of people are doing something, then there is a greater chance that others will inherently follow through this peer following. The social proof influence tactic gently persuades our sub conscious that if other people are doing something, so should we. Authority — We feel a sense of obligation and duty to people who are seen as being authoritative in their positions.

Liking — We are more likely to be influenced by other people we like. Likeability comes in different ways: people may be familiar to us or share similar views and opinions. Likeability may also come in the form of trust, but either way, we are influenced by those we are affiliated to. Scarcity — This influence tactics is seen a lot in advertising.

This book highlights that research and shows you how to act on it, presenting both comprehensive frameworks for developing influence and small, simple tactics you can use to convince others every day.

How to be human at work. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Those feelings may instead have been the result of a lack of awareness we all seem to have for how our words, actions, and even our mere presence affect other people.

In You Have More Influence Than You Think social psychologist Vanessa Bohns draws from her original research to illustrate why we fail to recognize the influence we have, and how that lack of awareness can lead us to miss opportunities or accidentally misuse our power.

Weaving together compelling stories with cutting edge science, Bohns answers the questions we all want to know but may be afraid to ask : How much did she take to heart what I said earlier? Do they know they can push back on my suggestions? Did he notice whether I was there today? Will they agree to help me if I ask? Whether attending a meeting, sharing a post online, or mustering the nerve to ask for a favor, we often assume our actions, input, and requests will be overlooked or rejected.

Bohns and her work demonstrate that people see us, listen to us, and agree to do things for us much more than we realize—for better, and worse. You Have More Influence Than You Think offers science-based strategies for observing the effect we have on others, reconsidering our fear of rejection, and even, sometimes, pulling back to use our influence less. Whether you want to make a sale, get a date, or receive that raise-whatever it is, you have to convince somebody to say YES!

For most people, influencing others is pretty hit-or-miss. If you see a Google Drive link instead of source url, means that the file witch you will get after approval is just a summary of original book or the file has been already removed. Loved each and every part of this book. I will definitely recommend this book to business, non fiction lovers.

Great book, Influence: The Psychology of Persuasion pdf is enough to raise the goose bumps alone. Your Rating:. Your Comment:. Cialdini Submitted by: Jane Kivik.