Change management paper

0. Demand avoidance: people engage in negotiation because they’re forced to, not because they want to.

0. Ex: posting a job ad even though there’s an internal candidate the organization wants.

0. Opportunistic avoidance: they want to get something from you outside the negotiation

1. Ex: wanting to get on someone’s attention

0. False negotiations: people try to delay the process to get an advantage down the line

0. Cues during negotiation of bad faith.

0. Not responding to messages or offers,

0. Avoiding making a concrete offer,

0. Avoiding talking about any substantive issues,

0. Talking about external constraints (“my hands are tied”),

0. Distracting you with issues they don’t care about (“beating around the bush”)

0. Talking about how interested they are in reaching an agreement (stringing you along)

McGuire’s innocution theory

1. People are not well practiced at defending attitudes that they take as truisms.

0. We avoid self-reflection

0. We tend to assume that everyone agrees with us

0. We rarely come into contact with people who disagree.

0. People who disagree, won’t confront us.

1. As a result, people are not able to resist some persuasive attacks. They don’t know how to defend their beliefs.

1. Hence, when finally ecnounterign different views, they are easily persuaded.

1. To help people resist, individuals must be inoculated from future attacks.

3. Passive inoculation (provide them with supportive arguments that can be used to defend themselves in the future). This does work but most effective when people are given arguments that refute the ones they hear in the future.

3. Active inoculation (give them samples of attacks and ask them to develop their own counterarguments). Works better than passive since they gain practice defending themselves. Works even if the arguments they practice with are not the same ones they encounter in the future.

3. Informational approach (give them examples of future arguments but do not tell them how to respond/refute). Does not work.

3. Refutational approach (give them examples of future arguments and either tell them how to refute them or have them practice refuting them). This works.

1. People who are inoculated are more resistant to change attempts than are those who are not. Why?

4. They better at counterarguing.

4. Resisting a persuasive argument instills self-efficacy and attitude strength.

4. Makes the countarguments more accessible. They don’t have to think of a refutation; it quickly comes to mind.