Transcript Influencing Skills - localinstitutes.cii.co.uk

Influencing Skills
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today's aim and objective
The Ipswich Insurance Institute is providing high
quality, relevant training for the continuous
development of its active membership
You each take away two ideas that you can
deploy before Easter
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An insight into Influencing
How are we influenced?
Dr. Robert Cialdini’s - Six Principles of Influence
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Six Principles of Influence
• Seminal work of Dr. Robert Cialdini
• Book ‘Influence : The Psychology of Persuasion’
• Explains the six psychological principles that drive
our powerful impulse to comply to the pressures of
others
• It also explains how we can avoid being
manipulated or unconsciously manipulating others
“The materials in Cialdini's Influence is a proverbial
gold mine”
Journal of Social and Clinical Psychology
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Cialdini’s 6 Principles of Influencing
1.
2.
3.
4.
5.
6.
Reciprocity
Consistency
Social Proof
Liking
Authority
Scarcity
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1 Reciprocation
• One person is
required to
repay in kind
what another
person has
provided
• “One good turn
deserves
another”
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2 Consistency
• Most people have a desire
to look and be consistent
with their words, beliefs,
attitudes and deeds
because:
• Good personal consistency
is highly valued by society
• Consistent behaviour
provides beneficial
approach to daily life
• “Doing what you said you
would do”
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3 Social Proof
• People often
decide what to do
or believe in a
certain situation by
looking at what
other people are
doing and believing
• “it’s the way things
are done around
here”
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4 Liking
• People prefer to
say ‘YES’ to those
they know and like
• “I like you
so….why not!”
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5 Authority
• People have a
deep-seated
obedience and
compliance
towards
requests from
authority
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6 Scarcity
• According to the
scarcity principle,
people assign
more value to
opportunities
when they are
less available
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Influencing Others - Activity
Working in small groups discuss how you could each
influence a colleague using one of Cialdini’s six
principles
Reciprocity
Consistency
Social Proof
Liking
Authority
Scarcity
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Networking
Have a purpose
Introduce yourself clearly
Use a memory stack to prime conversation
Learn about people by asking questions
Have your 30 elevator speech ready
Listen actively
Use Cialdini’s principle of reciprocity
Try not to stay in the same place too long
Be prepared to follow up
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Memory stack
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Elevator speeches
Pain – customer discomfort
Premise – how you might help
People – Britain's got talent
Proof – where you've succeeded
Purpose – what should happen
next
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Describing and influencing Conflict
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Consider your response to conflict
Turn to the person next to you and discuss a
recent, specific conflict situation explaining…
1.How assertive was I? How actively do I work
to satisfy my own needs and concerns?
2.How cooperative was I? How actively do I
work to satisfy the other person’s needs and
concerns?
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Thomas-Kilmann Conflict Model.
5 key responses to conflict:
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Competing
Collaborating
Compromising
Avoiding
Accommodating
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Thomas-Kilmann Conflict Model
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Competing
• Competing is assertive and
uncooperative
• An individual pursues their own concerns
at the other person’s expense
• This is a power-oriented mode, in which
one uses whatever power seems
appropriate to win one’s own position—
one’s ability to argue, one’s rank,
economic sanctions
• Competing might mean “standing up for
your rights,” defending a position which
you believe is correct, or simply trying to
win
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Accommodating
• Accommodating is unassertive and
cooperative - the opposite of competing
• When accommodating, an individual
neglects their own concerns to satisfy the
concerns of the other person
• There is an element of self-sacrifice
• Accommodating might take the form of
selfless generosity or charity, obeying
another person’s order when one would
prefer not to, or yielding to another’s
point of view
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Avoiding
• Avoiding is unassertive and
uncooperative
• The Individual does not immediately
pursue their own concerns or those of the
other person
• They do not address the conflict
• Avoiding might take the form of
diplomatically sidestepping an issue,
postponing an issue until a better time, or
simply withdrawing from a threatening
situation
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Collaborating
• Collaborating is both assertive and cooperative –
the opposite of avoiding
• Collaborating involves an attempt to work with the
other person to find some solution which fully
satisfies the concerns of both persons
• It means digging into an issue to identify the
underlying concerns of the two individuals and to
find an alternative which meets both sets of
concerns
• Collaborating between two persons might take the
form of exploring a disagreement to learn from
each other’s insights, concluding to resolve some
condition which would otherwise have them
competing for resources, or confronting and trying
to find a creative solution to an interpersonal
problem
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Compromising
• Compromising is intermediate in both
assertiveness and cooperativeness
• The objective is to find some expedient, mutually
acceptable solution which partially satisfies both
parties
• It falls on a middle ground between competing
and accommodating
• Compromising gives up more than competing
but less than accommodating
• Likewise, it addresses an issue more directly
than avoiding, but does not explore it in as much
depth as collaborating
• Compromising might mean splitting the
difference, exchanging concessions, or seeking
a quick middle-ground position
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Reflective review
In groups discuss and identify stories from the
news that demonstrate one or more of the 5
levels of conflict
• Competing is assertive and uncooperative
• Collaborating is both assertive and cooperative
• Compromising is intermediate in both
assertiveness and cooperativeness
• Avoiding is unassertive and uncooperative
• Accommodating is unassertive and cooperative
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Reasons for Competing (Aggression) in
Conflict
• You want to engage in quick, decisive action.
• You have to deal with an emergency.
• You are responsible for enforcing unpopular rules or
discipline.
• You see the issues as vital and know you are right.
• You need to protect yourself against people who take
advantage of collaborative behaviour.
(Source: Cloke, K. & Goldsmith, J.: Resolving Conflicts at Work)
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Reasons for collaborating or using
teamwork to resolve the conflict
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You believe it is possible to reach an integrative solution even though
both sides find it hard to compromise.
Your objective is to learn.
You believe it is preferable to merge the insights that come from different
perspectives.
You need a long-range solution.
You want to gain commitment and increase motivation and productivity
by using consensus decision-making.
You want to empower one or both participants.
You see it as a way to work through hard feelings and improve moral.
You nee to help people learn to work closely together.
You want to end the conflict rather than put paper over it.
Your goals require a team effort.
You need creative solutions.
You’ve tried everything else without success.
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Reasons for Compromise
• You goals are moderately important but can be satisfied by
less than total agreement.
• Your opponents have equal power and you are strongly
committed to mutually exclusive goals.
• You need to achieve a temporary settlement of complex
issues.
• You need a quick solution and the exact content doesn’t
matter as much as the speed with which it is reached.
• Your effort at competition or collaboration has failed, and
you need a backup.
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Reasons for Avoiding the conflict
• You regard the issue as trivial.
• You have no power over the issue or can’t change the
results.
• You believe damage due to conflict outweighs the benefits.
• You need to cool down, reduce tensions, or regain
composure.
• You need time to gather information and can’t make an
immediate decision.
• You can leave it to others who are in a position to resolve
the conflict more effectively.
• You regard the issue as tangential or symptomatic and
prefer to wait to address the real problem.
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Reasons for Accommodating or giving in to
the conflict
• You realise you were wrong or want to show you can be
reasonable.
• You recognise that the issue is more important to others
and want to establish good will.
• You are outmatched or losing and giving in will prevent
additional damage.
• You want harmony to be preserved or disruption avoided.
• You see an opportunity to help a subordinate learn from a
mistake.
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Objective: two ideas you can deploy
Influence with reciprocity
Influence with consistency
Influence with social Proof
Influence with liking
Influence with authority
Influence with scarcity
Actively network
Use memory stacking
Create an elevator speech
Be more assertive
Be more cooperative
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