The “Gaining Leverage through Power and Persuasion” presentation has provided me with a number of ideas and new data. Here, I will provide their short overview and dwell on the ideas that are especially captivating in my opinion.
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The presentation is devoted to the balance in negotiations, an aspect that must be considered in order to ensure their successfulness. The notions of power and leverage are introduced, and the relationships between them and some of their specifics are defined. Basically, power is the tool for leverage, which logically follows from the terms as well as their definition.
The sources of power are discussed as well, and the persuasion power type has been applied to leverage possibilities. Various means of persuasion (arguments including the Aristotle’s three keys; persuasive language and means of nonverbal communication) are discussed in detail. Apart from that, the presentation dwells on BATNA, its qualities, and its variations at length. A peculiar table with a “dictionary” for nonverbal communication is introduced as well.
Naturally, all the information mentioned above (in particular, negotiation tips) is of interest and, what is more important, of practical use. However, a couple of ideas that I have been provided with turned out to be especially insightful. First of all, I was thrilled to meet the idea that BATNA is “in the eye of the beholder.” It was both new and familiar to me since I had met and considered similar conclusions before.
Now, I am glad that I have this idea spelled out, proved, and at my service. The implication of this view is also very significant: it means that the ability to negotiate depends greatly on the ability to use and demonstrate BATNAs and highlights the fact that I need to be acquainted with the needs, values, and perceptions of the opposing party to be able to employ my BATNA right. Also, this idea is in line with the fact that to have power is not enough; successful negotiations depend on the correct application of this power, that is, on the leverage.
Just the lever is not enough to move the world; you need to find the fulcrum (which is best seen from the perspective of the opponent). Also, the value of a BATNA in every particular negotiation is appraised relatively to the other party’s BATNA. These facts (the relative and perception-based nature of BATNA) define the skills that can be used to manage BATNA. Understanding these facts and incorporating them into one’s negotiation practice both appear necessary to ensure success.
Apart from that, I am appreciative of the slide that demonstrates the correlation of personality types and negotiation roles. I understand that the presented model is probably simplified, but due to its organization, it does allow transitional forms of roles. Apart from that, it is inclusive. Nowadays we are increasingly encouraged to remain ourselves and use our traits to our advantage rather than work to change them (which is basically impossible). The Personality Types figure demonstrates that character traits can facilitate the participation in negotiations in case the right role is chosen. I found this part of the presentation inspirational, and I believe that other character traits (things that we typically cannot change about ourselves) are not a danger to our negotiation abilities either.
To sum up, the reviewed presentation provided me with the information that is very insightful and practically applicable. As a result, I believe that I will be returning to these ideas and using the advice in the future.