Brief Guide to Requests

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Brief Guide to Requests

• Requests are speech acts that call another person
  into action I request that you __(intended
  result)__ by __(deadline__.
• Requests should be unequivocal.

• Unequivocal
• Increase sales by 25
• Speak on behalf of and vote for my new pricing
  policy at the sales meeting
• By 3 pm this afternoon
• By the 15th of next month

• Equivocal
• Increase sales
• Give me support at the sales meeting
• ASAP
• Next month

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Collecting Nos

• Formulate and make requests intended to produce
  No as response
• No is a success
• Assertive , learn to ask for things directly,
  discover real limits to a reasonable or
  unreasonable request.
• People generally say yes to requests
• (6 to 1)
• More and more unreasonable, short deadline
• Decline requests maybe, etc. Why?
• What excuses are used? Accepted?
• How persistent must you be to get a yes?
• What would you have to do to get a yes?

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Strategy and Tactics of Distributive
BargainingandLeverage
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Integrative vs. Distributive Negotiation(Creating
vs. Claiming Value)
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Distributive Bargaining

• The goals of one party are in fundamental and
  direct conflict with goals of the other.
• Resources are fixed and limited.
• Each party wants to maximize his/her share of
  resources.
• Guard own information, get others information
• Use in a situation that is distributive in nature
• Use it when want to maximize value obtained in a
  single deal and when the relationship with the
  other is not important
• Many people use this style, so must know how to
  use/counter it.

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Phases of Distributive Negotiation

• The information phase
• Each tries to learn as much about the other as
  possible, giving as little as possible
• Opening offer, Opening stance
• The competitive phase
• Try to obtain beneficial terms
• Articulate own demands, try to get the most
  possible
• Concessions role, initial, pattern.
• Use distributive tactics, counter others
  tactics
• The cooperative phase
• If multiple-item transaction, parties can enhance
  joint interests
• Final offer

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Fundamental Strategies

• Influence sellers view of settlements possible
  by making extreme offers and small concessions.
• Push for settlement close to sellers resistance
  point.
• Get seller to change (reduce) his/her resistance
  point by influencing sellers beliefs about
  value.
• If ZOA does not exist, get seller to reduce
  resistance point, or change own resistance point
• Get other to think this is the best settlement
  possible. Protect ego satisfaction.

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General Tactics

• Negotiate tough
• Stick to guns, let other side know you mean
  business, be unafraid to ask for extra
  concessions.
• Scrutinize the details
• Details of final agreement point by point, try to
  gain an advantage. Assume nothing, ask for
  everything, consider no item insignificant wear
  them down.
• Focus on the rewards
• Maintain myopic view of what you want, learn to
  counter opponents strategies.

• Avoid ultimatums
• Choices instead. Walk away
• Anything goes
• Stall, cloud issues, use facial, make a mess, low
  chair
• Find your opponents pressure points
• Take advantage of vulnerabilities, stall if
  deadline.
• Control the negotiation
• Get others to follow your game plan, agenda.
  Working document

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Typical Distributive Tactics

• Silence and bracketing.
• Limited authority
• Bottom line
• No (so you can overcome it)
• Expectation and control (this is negotiable, that
  is not)
• Auction
• Concession
• Rationale
• Message-Sending (visual or verbal cues)

• Good guy/Bad guy
• Highball/Lowball
• Bogey
• Chicken
• Intimidation
• Aggressive behavior, anger
• Snow Job
• Nibble
• ---
• Delay
• Deadlines (vs test)

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Distributive Tactics Contd

• Best-offer-first, Take-it-or-leave-it,
  Boulwareism
• Access to agreement/ process/ agenda
• Conditioning/speech making
• Divided front
• Anger and emotion/clear thinking

• Choice of negotiator
• Demeaning/haranguing
• Negotiate with one representative
• Negotiation location-competitive advantage
• Preconditions for negotiation

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Dealing with Hardball Tactics

• Ignore them
• Discuss them
• Respond in kind
• Co-opt the other party

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Power in Negotiation

• The ability to bring about outcomes they desire
  
• The ability to get things done the way they want
  them to be done
• Sources of power--Power Bases
• Uses of power
• How Influence/persuasion strategies
• Why
• Power equalization level the playing field, move
  toward integrative
• Power difference take advantage, block others
  power moves, move toward distributive

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Power in Negotiations

• Power Bases
• Information and expertise (Expert)
• Accumulate and present data to change persons
  view or position
• Control over resources (Reward and Coercive)
• Money, supplies, manpower, time, equipment,
  critical services, interpersonal support
• Location in the structure (Legitimate)
• Legitimate power authority, reputation,
  performance
• Key position centrality, criticality and
  relevance, flexibility, visibility
• Personal (Referent) power
• attractiveness and friendliness, integrity,
  patience and tenacity, emotion.

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Influence Strategies

• Persuasion
• Exchange
• Legitimacy
• Ingratiation
• Praise

• Assertiveness
• Inspirational appeal
• Consultation
• Pressure
• Coalitions

• Ingratiation compliments, attractiveness,
  helping the other party, perceived similarity,
  emotion

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Persuasive Style

• Encourage active participation
• Use metaphors
• Incite fears
• Create distractions
• Use more intense language
• Violate the receivers expectations

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Persuasion Sender

• Message Content
• Make the offer attractive to the other party
  their interests
• Frame the message so the other party will say
  yes, yes, YES
• Make the message normative their values
• Suggest an agreement in principle
• Message Structure
• Message order beginning or end
• One- and two-sided messages two sided
• Message components break it up
• Repetition a few times
• Conclusions stated or unstated, stated better

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Receivers of Persuasion

• Attend to the other
• Make eye contact, adjust body position,
  nonverbally encourage or discourage
• Exploring or ignoring the others position
• Selectively paraphrase, reinforce points you like
  
• Resisting the others influence
• BATNA, public commitment, inoculate yourself
  against the other partys arguments

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Abandoning a Committed Position

• Plan a private way out, reword to indicate
  conditions have changed
• Given what Ive learned from you during this, I
  see I am going to have to rethink my earlier
  position
• Let the matter die silently
• New proposal without mentioning other one
• Restate the commitment in more general terms
• 10 discount to significant discount
• If it is abandoned, minimize damage to
  self-esteem or constituent relationships
• Public attribution to noble or higher cause