- Persuasion Strategies &. - ACE Model. - Role of Introductions. - Planning for Obstacles. - Communication Issues. - Credibility &. - Role of Trust. - Maintaining Face. - Persuasion Strategies &. - strategies – how to get people to do things they might not otherwise choose to do. - ACE Model. - Simplify strategies by categorizing in terms of type of appeal. - Example One of your friends calls you to meet her at a bar later this evening. - She says, “But…all of our friends will be there…you have to go!”. - May be more effective with . - Example – You are shopping with a friend who needs to purchase a suit for an upcoming interview with a . - Your friend is torn between two suits – one more trendy or . - You attempt to persuade saying, “I think you should buy the more trendy suit – after all, it really reflects your artistic and creative side and will help you be distinctive.”. - May be more effective with people who are more . - Relate to actions that will help bring about a result the person desires. - Example – A sales rep with Office Depot presents a plan to your . - orders for office supplies online rather than using the catalog and purchase orders. - He responds, “I really think this option will enable you to cut costs. - addition, your departments will receive their products quicker and you can track all purchases online. - Why don’t we try it?”. - Role of Introductions. - Once a negotiator has determined the type or category of appeal to utilize, they must decide whether to use an . - introduction or provide some type of postappeal explanation.. - Progressive strategy – lead up to a request with a “presolicitation sequence that unearths or deflects sources of resistance”. - Regressive strategy – persuader follows a direct request with explanations for the request and inducements for compliance. - Achievers may be more likely than Mediators to take a regressive approach. - Motivators may lead with encouragement and attractive images . - Analyticals may be inclined to lead with data. - Planning for Obstacles. - Adapt your appeal in anticipation of the obstacle or objection you expect to . - “Our staff doesn’t have the capabilities”. - Possession – “We don’t have the funding right . - now” Imposition – “We’re too busy to do that”. - “It’s unethical for you to request that”. - “That’s not our problem”. - Recalcitrance – “I won’t do that”. - Postpone – “We’re not ready right now”. - State of mind – “I’m too stressed to do that”. - Acknowledge the Obstacle (Objection). - Respond – use proof statements, testimonials, benefits, etc.. - Seek agreement that you’ve addressed the concern before you proceed. - Identify the source of the obstacle. - Communication Issues. - The type of medium with which to communicate is an important consideration. - The more significant . - the issue, the more negotiators should rely on media which allow both verbal and visual interaction. - Consider cultural differences – preference for facetoface interaction. - Facetoface and/or video conferencing. - If negotiations are of the distributive form, it’s more important to have multiple communication cues. - Credibility &. - Objective Criteria. - Information that informs a choice but is independent of the will of either side. - involved and may discount objective criteria or other rational arguments. - Role of Trust. - Trust the willingness to rely or depend on a relationship partner in the context of . - Based on the actions of the other relationship partner in the early stages of relationship development . - Breach of trust or defection – one or more parties violate a trust. - Maintaining Face. - Face defined: “the positive social value a person effectively claims for himself by the line others . - Facework – communication that supports or challenges a particular line. - Negotiators should try to maintain the other side’s face. - If negotiations are threatened by loss of face, it will be difficult to move toward an effective outcome. - Acts of omission rather than commission
Xem thử không khả dụng, vui lòng xem tại trang nguồn hoặc xem
Tóm tắt