THE SIX PRINCIPLES OF SUCCESSFUL WORKPLACE NEGOTIATION
By: Dr. Robert Cialdini
No matter what your job title, you engage in workplace negotiations daily. Whether selling products or services, vying for more company resources, driving your ideas to completion, or simply managing your workload, being able to successfully negotiate is essen- tial for success.
At its core, negotiation is about persua- sion—presenting your ideas in a way that moves others to agree with you, to reach a meaningful compromise, or to take action. Researchers have identified six fundamental principles of persuasion—or influence—that do not involve the merits of the proposal but rather the way you communicate them. Use these principles ethically to become an effective negotiator.
1. The Principle of Reciprocity People tend to give back to others what has been given to them. While some people think of reciprocity in terms of exchanging money, goods, or services, it really involves much more. For example, when participating in a conversation or discussion, by provid- ing others with attention, information, concessions, and respect, you will likely receive the same from them in return. To maximize the principle of reciprocity you should be the first to “give,” and be sure what you give is personalized and unexpected.
2. The Principle of Scarcity People want what they can’t have. That’s why ads promising “Limited Time Only” or “Limited Quantities Available” are effective. In a workplace negotiation situation, it’s important to describe the unique or otherwise unat- tainable advantages of any recommen- dation or offer you make. Research shows that in situations marked with uncertainty, people are more apt to
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take action when they know what they stand to lose, rather than what they could gain. It’s important to tell people the benefits they’ll gain, and what they could lose, if they don’t move in your recommended direction.
3. The Principle of Authority Research shows that people typically follow the lead of those they perceive as credible and knowledgeable. This makes sense, since legitimate authori- ties have attained their positions by virtue of greater knowledge, skill, or expertise in their field. Unfortunately, many experts assume that others will naturally recognize their expertise. This runs the risk of sabotaging their success. For maximum impact, arrange to have a third party communicate your expertise. Another option is to provide the person you want to influ- ence with articles about your accom- plishments, credentials, background and expertise.
4. The Principle of Consistency People feel compelled to be consistent with their prior behaviors, opinions, actions, or statements. When some- one makes a commitment actively, it’s even more likely that they’ll follow through with that commitment. You can activate the consistency principle by recognizing a prior commitment and linking it to your current request. If possible, take it a step further by getting the commitment in writing, because people tend to live up to what they write. The more public the com- mitment, the stronger the pull to a related request.
5. The Principle of Liking People are more easily influenced by those they like. Science tells us there are three important factors that contribute to likeability: we like people 1) who like us (and tell us so); 2) who are similar to us; and 3) who cooper-
ate with us toward mutual goals. Take the time necessary to locate genuine shared interests and points of agree- ment before delving into your idea, proposal, or recommendation. Get to know people more meaningfully before talking business.
6. The Principle of Social Proof People often rely heavily on others for cues on how to think, feel, and act. Hence, the “proof” of what is correct isn’t grounded in facts and statistics, but in the social environment. This tendency to look to and follow the lead of those similar is strongest in situations with uncertainty. To use social proof effectively, rather than trying to demonstrate it yourself, it’s important first to present testimonials from others that are similar to your fellow negotiator. The more similar the testimonial providers are, the stronger your case will be perceived.
Negotiate for a Win-Win Outcome Negotiation is an essential component in business, and your ability to influ- ence others is a vital skill. The key is to influence ethically. Then you will achieve your objectives as you guide the other party to the optimal decision for their needs. That’s how your nego- tiation skills can benefit everyone and lead to true and lasting results.
INFLUENCE AT WORK (IAW® ) was founded
by Robert Cialdini, Ph.D., Professor Emeri- tus of Psychology and Marketing and author of the New York Times bestseller, Influence. Dr. Cialdini is a highly sought after keynote presenter on the ethical business applica- tions of the Science of Influence. Addi- tionally, IAW offers customized, in-house Principles of Persuasion (POP) Workshops conducted by Cialdini Method Certified Trainers. For availability please call 480-967-6070 or visit
www.INFLUENCEATWORK.com.
TPI TURF NEWS • NOVEMBER/DECEMBER 2015
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