Transcript Persuasion

Using Persuasion to Achieve Your Goals –
How to Succeed
Grace Paranzino, EdD, RN, CHES, FAAOHN
Barb Maxwell RN, MHA, COHN-S, CCM, CWCP, FAAOHN
Session Objectives
• Identify two examples of the use of persuasion
in the workplace
• Define Organizational Culture and how to fit
your persuasion to it
• List two strategies to remove barriers
• Name two steps to successful negotiation
• Identify 10 qualities to achieve success
Persuasion in the Workplace
Persuasion is the influence of beliefs, attitudes,
intentions, motivations, or behaviors.[1] Persuasion
is a process aimed at changing a person's (or a
group's) attitude or behavior toward some event,
idea, object, or other person(s), by using written
or spoken words to convey information, feelings,
or reasoning, or a combination of them.
Wikipedia
EXAMPLES
• Meetings
• Written plans
• Policies & Procedures
• Communications
• Presentations
Class Exercise
• List an example under each of the following
that you participated in and used “persuasion”
to achieve an outcome. What did you do and
how did you do it?
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In a meeting
Development of a written plan
Policies & Procedures
Communication
Presentation
Moving forward
Before one can move
forward with the
understanding of
using real persuasion,
one must have a full
understanding of self
Emotional Intelligence (EI)
Self-Awareness
The ability to recognize and
understand your moods, emotions, and
drives as well as their effect on others.
– Emotional self awareness:
Ability to read and understand your
emotions as well as recognize their
impact on work performance,
relationships, and the like.
– Accurate self-assessment:
A realistic evaluation of your strengths
and limitations
– Self confidence:
A strong and positive sense of
self-worth
Self Management
• The ability to control or redirect disruptive
impulses and moods, suspend judgment, and
think before acting.
– Self-control: The ability to keep disruptive
emotions and impulses under control.
– Trustworthiness: Consistent display of honesty and
integrity.
– Conscientiousness: Ability to manage yourself and
your responsibilities.
MOTIV ATION
The ability to pursue goals with persistence
and rigor – to work for reason beyond
monetary reward or status
Empathy - Social Awareness
– Empathy: Skill at sensing other’s emotions,
understanding their perspective, and taking an
active interest in their concerns.
– Organizational awareness: Ability to read the
inter-workings of the organization, build networks,
and navigate politics.
– Service orientation: Ability to recognize and meet
customer’s needs.
Social Skill
• The ability to manage relationships, build
networks, and find common ground.
– Visionary leadership: Ability to take charge and
inspire.
– Influence: Ability to use a wide range persuasive
tactics.
– Developing others: Ability to build the capabilities
of others through ongoing feedback and coaching.
Social Skill – Continued
– Communication: Skill at listening and at sending
clear, convincing, and articulate messages.
– Change catalyst: Proficiency in initiating new ideas
and leading people in a new direction.
– Building bonds: Proficiency at cultivating and
maintaining a network of relationships.
– Teamwork and collaboration: Competence at
promoting cooperation and building teams.
Class Exercise
•Think of a person at work who brought
out the best in you.
•Think of 4 adjectives that describe
what he/she did – behaviors, abilities, or
skills.
•Now think of someone who brought
out the worse in you.
Corporate Culture - What is it?
How the company is organized,
how people do their work,
what norms govern behavior
Strategies, goals, vision and
mission statements
Take-for-granted beliefs, perceptions,
thoughts and feelings about how to run a
successful business
Culture is based on habitual ways of doing business
Source: “The Corporate Culture”, Edgar H. Schein, Jossey-Bass Publishing, San Francisco, 2009
Characteristics of
Organizational Culture
INNOVATION
AND RISK TAKING
ATTENTION
TO DETAIL
STABILITY
AGGRESSIVENESS
TEAM
ORIENTATION
ORGANIZATIONAL
CULTURE
OUTCOME
ORIENTATION
PEOPLE
ORIENTATION
Elements of
Organizational Culture
PHYSICAL STRUCTURES
ARIFACTS OF
ORGANIZATIONAL
CULTURE
RITUALS/CEREMONIES
STORIES
LANGUAGE
ORGANIZATIONAL
CULTURE
BELIEFS
VALUES
ASSUMPTIONS
Artifacts: Organizational Stories
• Socially accepted prescriptions of desired
behavior
• Demonstrate the organizational objectives are
attainable
• Effective stories:
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Describe real people
Are assumed to be true
Are known throughout the organization
Are prescriptive
Artifacts: Rituals and Ceremonies
• Rituals are programmable routines
– How meetings are conducted
• Ceremonies are planned activities
– Awards
Artifacts: Organizational Language
• Words used to address people, describe clients
• Leaders use phrases and metaphors as cultural
symbols
• Language also found in sub-cultures
Artifacts: Physical
Structure/Space
Benefits of a Strong
Corporate Culture
SOCIAL
CONTROL
AIDS
SENSE-MAKING
SOCIAL
GLUE
Characteristics of
Organizational Culture
INNOVATION
AND RISK TAKING
ATTENTION
TO DETAIL
STABILITY
AGGRESSIVENESS
TEAM
ORIENTATION
ORGANIZATIONAL
CULTURE
OUTCOME
ORIENTATION
PEOPLE
ORIENTATION
Challenges with Strong Cultures
• Culture content may be incompatible with the
organization’s environment
• Focus and attention on one mental model
• Suppress dissenting values and sub-cultures
Adaptive Organizational Cultures
• External focus
• Focus on processes more than goals
• Strong sense of ownership
• Proactive
Strengthening
Organizational Cultures
Contrasting
Organizational Cultures
Organization A—manufacturing firm
• Managers are expected to fully document all decisions; and “good managers” are
those who can provide detailed data to support their recommendations.
• Creative decisions that incur significant change or risk are not encouraged. Because
managers of failed projects are openly criticized and penalized, managers try not to
implement ideas that deviate much from the status quo. One lower-level manager
quoted an often used phrase in the company: “If it ain’t broke, don’t fix it.”
• There are extensive rules and regulations in this firm that employees are required to
follow. Managers supervise employees closely to ensure there are no deviations.
Management is concerned with high productivity, regardless of the impact on
employee morale or turnover.
• Work activities are designed around individuals. There are distinct departments and
lines of authority, and employees are expected to minimize formal contact with other
employees outside their functional area or line of command. Performance evaluations
and rewards emphasize individual effort, although seniority tends to be the primary
factor in the determination of pay raises and promotions.
Contrasting
Organizational Cultures
Organization B—A Manufacturing Firm
• Management encourages and rewards risk taking and change. Decisions based on
intuition are valued as much as those that are well rationalized. Management prides
itself on its history of experimenting with new technologies and its success in
regularly introducing innovation products. Managers or employees who have a good
idea are encouraged to “run with it.” And failures are treated as “learning
experiences.” The company prides itself on being market-driven and rapidly
responsive to the changing needs of its customers.
• There are few rules and regulations for employees to follow, and supervision is loose
because management believes that its employees are hardworking and trustworthy.
Management is concerned with high productivity, but believes that this comes
through treating its people right. The company is proud of its reputation as being a
good place to work.
• Job activities are designed around work teams, and team members are encouraged to
interact with people across functions and authority levels. Employees talk positively
about the competition between teams. Individuals and teams have goals, and
bonuses are based on achievement of these outcomes. Employees are given
considerable autonomy in choosing the means by which the goals are attained
The Function of Culture
1. Defines the boundary between one
organization and others.
2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to
something larger than self-interest.
4. Enhances the stability of the social system.
5. Serves as a sense-making and control
mechanism for fitting employees in the
organization.
Culture as a Liability
• Barrier to change
– Shared values do not agree with organization’s effectiveness
• Barrier to diversity
– Dilemma of hiring a diverse workforce
but wanting people to fit into a single culture
• Barrier to acquisitions and mergers
– Cultural incompatibility in mergers
and acquisitions
How Culture Begins
• Founders hire and keep only employees who
think and feel the same way they do.
• Founders indoctrinate and socialize these
employees to their way of thinking and feeling.
• The founders’ own behavior acts as a role
model that encourages employees to identify
with them and thereby internalize their beliefs,
values, and assumptions.
Keeping Culture Alive
• Selection
– Concern with how well the candidates will fit into
the organization. (seek out those who would fit in)
– Provides information to candidates about the
organization.
• Top Management
– Senior executives help establish behavioral norms
that are adopted by the organization. (“do as I do”)
• Socialization
– The process that helps new employees adapt to the
organization’s culture.
How Organizational Cultures Form
How
We Learn
Culture
Stories
Rituals
Material Symbols
Language
Creating an Ethical
Organizational Culture
• Characteristics of Organizations that Develop High Ethical
Standards
– High tolerance for risk
– Low to moderate in aggressiveness
– Focus on means as well as outcomes
• Managerial Practices Promoting an Ethical Culture
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Being a visible role model
Communicating ethical expectations
Providing ethical training
Rewarding ethical acts and punishing unethical ones
Providing protective mechanisms
Creating a
Customer-Responsive Culture
Key Variables Shaping Customer-Responsive Cultures
1. The types of employees hired by the organization.
2. Low formalization: the freedom to meet customer service
requirements.
3. Empowering employees with decision-making discretion to
please the customer.
4. Good listening skills to understand customer messages.
5. Role clarity that allows service employees to act as
“boundary spanners.”
6. Employees who engage in organizational citizenship
behaviors.
Managerial Actions
• Select new employees with personality and
attitudes consistent with high service orientation.
• Train and socialize current employees to be more
customer focused.
• Change organizational structure to give employees
more control.
• Empower employees to make decision about their
jobs.
Managerial Actions (cont’d)
• Lead by conveying a customer-focused vision
and demonstrating commitment to customers.
• Conduct performance appraisals based on
customer-focused employee behaviors.
• Provide ongoing recognition for employees
who make special efforts to please customers.
Work-Life Balance and Culture
• Workplace Spirituality
– The recognition that people have an inner-life that
nourishes and is nourished by meaningful work
that takes place in the context of the community.
• Characteristics:
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Strong sense of purpose
Focus on individual development
Trust and openness
Employee empowerment
Toleration of employee expression
Rationale for Interest in
Spirituality/WL Balance
• As a counterbalance to the pressures and stress of a turbulent pace of
life and the lack of community many people feel and their increased
need for involvement and connection.
• Formalized religion hasn’t worked for many people.
• Job demands have made the workplace dominant in many people’s
lives, yet they continue to question the meaning of work.
• The desire to integrate personal life values with one’s professional life.
• An increasing number of people are finding that the pursuit of more
material acquisitions leaves them unfulfilled.
Culture and Impact on
Performance/Satisfaction
Organizational Culture
• Do you know what your organizational culture is?
• Does it need to change?
• Generational changes – Eisenhower, Baby
• Boomers, X’er, Y’er
• Emotional Intelligence
• Leading the Way!!
Crucibles
Crucibles are key opportunities to
develop leadership but only help us
do so if we take the time to reflect
and learn from them.
Warren Bennis & Robert Thomas
Geeks and Geezers
Leadership Crucible
• Leadership Crucible: Concentrated forces
interact to cause or influence change - “A major
life event from which you learned lessons that
will shape your leadership behavior in the
future”.
• Examples:
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Coping with the death of a loved one
Losing a job
Overcoming a big adversity
Taking action in an emergency
Not taking action in an emergency
Leadership traits and personalities
• Dominance – ability to take charge
• High Energy – drive, tolerate stress, and have
enthusiasm
• Self-confidence – self assured in judgments,
decision making, and ideas
• Locus of Control – Control over your own
destiny
Leadership traits and personalities
• Stability – emotionally in control of
themselves, secure, and positive
• Integrity – behavior that is honest, ethical, and
trustworthy
• Intelligence – cognitive ability to think clearly
• Flexibility – ability to adjust to different
situations
• Sensitivity to Others – understanding the
difference between handling individuals and
groups
Leadership and Management Crucibles
for the OHN Role
Interesting!
Leadership Styles
COERCIVE
AUTHORITATIVE
COACHING
PACESETTING
AFFILIATIVE
DEMOCRATIC
Coercive
• Demands immediate compliance
• Style in a phrase: “Do what I tell you”
• EI – Drive to achieve, initiative, self-control
• Style works best – crisis, kick start a
turnaround, or with problem employees
• Overall impact – Negative
Authoritative
• Mobilizes people toward a vision
• Style in a phrase: “Come with me”
• EI – Self confidence, empathy, change catalyst
• Style works best – when change require a new
vision or clear direction
• Overall impact – Most strongly Positive
Affiliative
• Create emotional bonds and build consensus
• Style in a phrase: “People come first”
• EI – Empathy, building relationships,
communication
• Style works best – heal rifts in a team or to
motivate people during stressful times
• Overall impact – Positive
Democratic
• Forges consensus through participation
• Style in a phrase: “What do you think”
• EI – Collaboration, team leadership,
communication
• Style works best – build buy-in, get input from
valuable employees
• Overall impact – Positive
Pacesetting
• Sets high standards for performance
• Style in a phrase: “Do as I do, now”
• EI – Conscientiousness, drive to achieve,
initiative
• Style works best – obtain quick results from a
highly motivated and competent team
• Overall impact – Negative
Coaching
• Develops people for the future
• Style in a phrase: “Try this”
• EI – Developing others, empathy, self-awareness
• Style works best – to help and improve employee
performance or develop long-term strengths
• Overall impact – Positive
The Impact
Leaders who have
mastered the
authoritative,
democratic, affiliative,
and coaching styles –
have the best work
culture and business
performance
Why???
Why is it important for you to understand
the different Leadership styles and persuasion?
Changes for the OHN
• Changes in our economy
• Factors affecting national and global competiveness
• Global market – growing
• Major Business Issues
• Health Care Reform
• Managed Care
Barriers within the Workplace
RELATIONSHIPS
CREDIBILITY
BELIEF BARRIERS
Class
Exercise
List a few barriers
you have
encountered and
how did you break
them down
Going Forward
• What, if anything, will you do differently?
• What, if anything, will you stop doing?
Steps to Successful Negotiation
• Stage 1—Preparing
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Bargaining styles
Goals and Bottom Lines
Standards and Norms
Relationships
Interests
Leverage
Steps to Successful Negotiation
• Stage 2 – Probing
Steps to Successful Negotiation
• Stage 3 – Proposing
Steps to Successful Negotiation
• Step 4 – Closing
How to be a Super Achiever –
10 Qualities that Matter
• Dedication to a Vision
– “Every great success starts with
inspiration, but not every
inspiration leads to success”
• Josh Gosfield
• Intelligent Persistence
– Dedication and blind persistence
are very different
How to be a Super Achiever –
10 Qualities that Matter
• Fostering a Community
– You can’t achieve success on your
own. You must galvanize a group
of people around your idea or goal.
Teamwork is vital to success.
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Listening and Remaining Open
Good Storytelling
Testing Ideas in the Market
Managing Emotions
Constantly Evolving
Practicing Patience
Pursuing Happiness
Bibliography
• Sago, B. (July, 2000). Uncommon Threads: Mending the
Generation Gap at Work. Executive Update.
• Lancaster, LC and Stillman, D. (2002). When Generations Collide:
Who They Are, Why They Clash, How to Solve the Generational
Puzzle at Work. HarperCollins Publishers, Inc.
• Bradberry, T and Greaves, J. (2009). Emotional Intelligence 2.0,
2009, TalentSmart.
• Sweeney, C and Gosfield, J. (2013). The Art of Doing. New York,
NY: A Plume Book.
• Shell, GR and Moussa, M. (2007). The Art of Woo: Using
Strategic Persuasion to Sell Your Ideas. New York, NY: Penguin
Books.