Assignment 2 Lasa 1: Personal Power, Communication, And Effe

Assignment 2 Lasa 1 Personal Power Communication And Effective Pers

The purpose of this assignment is for you to think about personal power type and how it can influence our ability to negotiate, communicate and persuade others during a negotiation. In this assignment, you will write a research paper (5-6 pages) which will examine communication techniques, the use of power, and how the concepts of effective persuasion are applied to a specific situation. Consider a scenario you have experienced or observed which involved a negotiation, persuasive techniques and balance of power. This could be a situation you experienced at work, home, school, shopping for a big ticket item or even negotiating at a yard sale or flea market.

You may also choose a video clip found on the Internet which involves a negotiation as the basis for this assignment. There is an example scenario in Lynda.com you may want to work with. If you are not currently signed into Lynda.com, use Lynda.com's EDMC Login to sign in. Then click the following link to access the scenario: Negotiation Fundamentals, Negotiation scenario: Flex time (with Lisa Gates). Describe the scenario you are using as the basis for this assignment. The scenario must include elements of negotiation, persuasive techniques, and balance of power. If your selected scenario does not contain certain elements, then use what you have learned from your studies in this course, along with your research, to expand the scenario to include these elements. Provide a rationale for your choices. If you are using a video, please include the URL in your description. Describe what you believe to be the top three communication issues presented in the scenario.

Explain your choices. Identify the sources of power used in the negotiation and explain whether the sources of power were perceived or real. Use examples to justify your response. Describe the relative balance of powers between the parties in the scenario. Assume you were the mediator in the chosen scenario and recommend strategies which might reduce the conflict between the parties.

List and describe the top 5 factors you believe should be considered when building an effective negotiation strategy. Explain your rationale for choosing the factors you included. Discuss how persuasion differs from negotiation and describe how each was used in the scenario. Explain if persuasion or negotiation was more effective in the scenario. Justify your response.

Paper For Above instruction

Negotiation and persuasion are fundamental components of effective communication in various personal and professional contexts. This paper explores the interplay of personal power, communication techniques, and persuasive strategies through the analysis of a real or hypothetical negotiation scenario. By examining the elements of power, communication issues, and strategic considerations, the discussion aims to elucidate best practices for successful negotiations while highlighting the nuances that differentiate persuasion from negotiation.

Scenario Description:

For this analysis, I have selected a negotiation scenario involving the discussion between a department manager and an employee requesting flexible work hours. The situation unfolds in a corporate setting where the employee seeks to adjust their schedule to accommodate personal responsibilities while ensuring continued productivity. The manager, representing the employer's interests, evaluates the feasibility and impact of the request. This scenario incorporates key elements of negotiation, including persuasive communication and the distribution of power, making it an ideal case study.

Elements of Negotiation, Persuasive Techniques, and Power Dynamics:

The negotiation begins with the employee articulating their needs and providing reasons for flexible work hours, using persuasive techniques such as emphasizing mutual benefits—improved work-life balance leading to increased productivity. The manager responds by evaluating the organizational impact, initially demonstrating a position of authority but also showing openness to dialogue, which influences the negotiation's dynamic.

The scenario includes elements of negotiation—principally, bargaining over the terms of flexible scheduling—while employing persuasive techniques like highlighting the employee's past performance and reliability as leverage. The balance of power initially lies with the employer due to organizational control, but the employee's persuasive appeal and legitimacy of their request serve to shift some power in their favor. If the manager perceives the employee's request as reasonable and within organizational policy, the perceived power may be viewed as balanced or slightly in the employee’s favor.

Top Three Communication Issues and Explanation:

1. Misinterpretation of Intent: The employee's persuasive messages could be misunderstood, either overly assertive or insufficiently clear, leading to misalignment of expectations.

2. Power Perception: The manager's perception of authority might inhibit open, honest dialogue, creating a barrier to effective communication.

3. Emotional Control: Emotions such as frustration or defensiveness could impair rational discussion, impacting the likelihood of reaching an agreement.

These issues are critical because they directly influence the negotiation's outcome by affecting clarity, trust, and willingness to compromise.

Sources of Power:

The key sources of power in this scenario include legitimate power (the manager’s formal authority), expert power (the employee’s knowledge of their performance), and referent power (the employee's reliability and reputation). The legitimacy of the manager's power is perceived, grounded in organizational hierarchy. The employee's expert power is based on their demonstrated competence, perceived when their performance records and reliability are acknowledged.

The relative balance of power depends on the context—if the manager strongly values the employee’s contribution and previous performance, the power may be more balanced. Conversely, if organizational policies rigidly favor management authority, the employee's power may be perceived as limited.

Strategies as Mediator:

If I were the mediator, I would recommend fostering an environment of trust and open communication. Strategies include clarifying mutual interests, encouraging active listening, and promoting flexibility in framing proposals. Implementing a collaborative problem-solving approach could help reconcile differing interests, reduce conflict, and improve the likelihood of a mutually beneficial agreement.

Top Five Factors for Effective Negotiation Strategy:

1. Preparation and Planning: Understanding both parties' needs and alternatives (BATNA) enhances strategic positioning.

2. Communication Clarity: Clear, concise messages reduce misunderstandings and facilitate mutual understanding.

3. Building Trust and Rapport: Establishing credibility encourages cooperation and honest exchanges.

4. Flexibility and Creativity: Being open to alternative solutions increases the chance of reaching beneficial agreements.

5. Understanding Power Dynamics: Recognizing sources of power and their perception informs strategy development.

These factors are vital because they directly influence the effectiveness of negotiation efforts, fostering an environment conducive to productive outcomes.

Persuasion vs. Negotiation:

While both involve influence, persuasion aims to change attitudes or beliefs through emotional appeal, logical reasoning, or credibility, often used in advocacy or suggestion. Negotiation, on the other hand, seeks to reach an agreement through dialogue and bargaining. In this scenario, persuasion was initially used by the employee to justify their request, while negotiation involved the back-and-forth discussion of terms.

The scenario demonstrates that effective negotiation, complemented by persuasive communication, is more effective overall because it fosters mutual understanding and commitment. While persuasion can shape perceptions, negotiation formalizes the agreement process, making it more sustainable. In this case, negotiation proved more effective in arriving at a practical, acceptable solution, justified by the collaborative effort and mutual concessions reached.

References

• Blake, R. R., & Mouton, J. S. (1964). The managerial grid: The key to leadership excellence. Gulf Publishing.
• Cialdini, R. B. (2009). Influence: Science and practice. Pearson Education.
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating agreement without giving in. Penguin Books.
• Lewicki, R. J., Barry, B., & Saunders, D. (2015). Negotiation. McGraw-Hill Education.
• Thompson, L. L. (2015). The mind and heart of the negotiator. Pearson Education.
• Shell, G. R. (2006). Bargaining for advantage: Negotiation strategies for reasonable people. Penguin.
• Hocker, J. L., & Wilmot, W. W. (2018). Interpersonal conflict. McGraw-Hill Education.
• Carnevale, P. J., & Pruitt, D. G. (1992). Negotiation in social conflict. Open University Press.
• Ury, W. (1991). Getting past no: Negotiating in difficult situations. Bantam Books.
• Thompson, L. (2017). Making the team: A guide for managers. Pearson.