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Module 3: Discussion Examples for this assignment are at the bottom of this page

Instructions:

In each module, you will have the opportunity to participate in an online discussion forum.

This week, there are two questions up for discussion.

It might be helpful to copy / paste the discussion prompts into an offline document (Word, for example), compose your responses offline, and then return to paste your responses here. (Please include each discussion prompt prior to your responses.)

With respect to your initial thread/ post responding to the prompts, similar to the Critical Thinking and Application Prompts, each discussion topic prompt is generally worthy of at least 250 words (2 - 3 well-written paragraphs) in response. Be sure to connect with (and informally cite in-text) any applicable readings / videos from the module's learning materials. Following this procedure in the discussion forum will help students who may be struggling with their graduate-level writing skills see the approaches that others are taking in response to these types of prompts.

With respect to your replies to others' posts (three per discussion topic), these can be more informal and are there just to help you all share important connections and build a sense of community.

Please post your initial response to the discussion topic question(s), and reply meaningfully to at least three of your fellow classmate's posts.

(You only need to create one thread for your initial post, responding to both prompts, in this case - you don't need a separate thread for each question.)

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

Logic (Facts and merits of your case / why you are right) Power (The ability to penalize or reward / your other options that would eliminate the need for this negotiation) Emotion (About generating emotional responses to the deal being offered - NOT about exhibiting negative emotions like anger) Bargaining / Trading Concessions (Give something to get something) Compromise (Individual concessions / giving something up in order to complete the negotiation)

Provide some examples of how and when you might use each of these approaches in the negotiation process. Is there a preferred order in which you would employ these approaches? What connections can you make between what you are learning about social psychology and these approaches to negotiation?

Discussion Prompt 2: Thinking back on Module 3, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.

EXAMPLES BELOW

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving negotiation forward:

Provide some examples of how and when you might use each of these approaches in the negotiation process. Is there a preferred order in which you would use these approaches? What connections can you make between what you are learning about social psychology and these approaches to negotiation?

Answer:

When planning a negotiation, it is a must to have a foundation. Strategies like logic, power, emotion, bargaining/trading concessions, and compromise are key components to negotiating successfully. Each of these strategies has its appeal for good negotiation. Every negotiation must begin with a case leading to your point of view or side. In addition to these strategies, an important tool to have is communication. According to Aronson, “There are a great many tools and strategies for project communication,” the reason I bring this up is that good communication is part of great negotiation (2018). Knowing how to communicate and appeal to others through knowing who your audience is, sets the tone.

By setting the tone you must know what it is you are talking about and know the facts about it. This is a key aspect in negotiation knowing the facts and merits of your argument is what legitimately is what you are fighting for or proving that you are right. Aronson states in Chapter 5 of The Social Animal, “Such opinions are primarily cognitive,” humans are persuaded by individuals who have knowledge, and who know what is it that they are talking about (2018).

Another interesting key aspect to have in your pocket would be the power of a counter argument. This is where your power lies, knowing what potentially your opposition would be talking about, or to counter your opinion or position matters as well. Power is what you bring to hit the nail in the coffin. This is what you bring to the table to make that impression and change other minds.

Emotion is what you give during the negotiation process, it is the attitude and opinion that you give that persuade individuals. Feelings play a big role in a negotiation, “particular feelings influence what happens during deal-making,” this is how you can focus on the opposition's body language or emotions (Brooks, 2015). In a negotiation, you can tell the sense of what the other's emotions are bringing to the table. The way an individual portrays emotions is also how they are likely to win or appeal to their audience.

During the negotiation process, there must be bargaining and trading, and yes this is what you must give up getting something in return. However, it works when you know that there is a weakness that must surface for you to get something out of it. Compromise also falls into this circle of strategies, this can all be at the end of the negotiation, and not necessarily mean a bad thing. It could mean an objective has come to an understanding and bargaining, and compromise has been made. For example, when negotiating a pay raise, there is always a compromise and a trade-off at the end.

How one uses these strategies and the order of them highly depends on the situation or negotiation happening. I would move these around so that I can utilize them to my advantage and where I feel like they would be the strongest to add to my persuasion and argumentation.

Answer:

Some of the concepts I believe to have a great impact and be powerful for our evolving leadership would be persuasion and effective communication, social proofing, and Scarcity.

Persuasion and effective communication go hand and hand. This is important because knowing how to talk to your team, and your audience, whatever the case may be is important. If we are not able to connect on a different level and understand and persuade this becomes ineffective for our leadership growth. In every organization, there must be communication and sometimes those companies suffer because their employees don’t have any direction or goal that is set. It is a must to have great communication. ethics and this will lead to persuasion. I use these two concepts every day, I must make sure that there is clear direction, and clear goals for the day, and what this creates is shareholders' value. This creates employee awareness and motivation, knowing that they are moving towards a goal or object.

The concept of social proofing is 100% something that as leaders we must understand and take into consideration. As individuals, we are heavily influenced by everyone around us. With technology at hand, even more. As humans, we try to fit in and feel like we are part of a group. This resonates with me in my leadership practice, because in my organization associates, for example, dress code is effective by this. The dress code needs to be pants, collared shirts, no logos, and the usual professional appearance. However, the young ones are dressed in baggy clothes and logos. In the business world, this is not acceptable. Understanding how heavily individuals are influenced is something as leaders we must keep in mind as well. Learning how to overcome it is where the learning also starts.

The concept of scarcity I thought was also important to our growth as leaders too. Understanding that everyone has different emergencies and motivations. For example, In the organization that I work for, promotions come to every blue moon, meaning that there is a scarcity. For the most part, positions being held by managers have been held for years and once an opportunity comes up it creates a sense of urgency and motivation in those who want the opportunity. Scarcity is a persuasion method, unfortunately. By instilling these principles into our leadership practice and growth these concepts can enhance influence, create good communication, and drive organizational success.

Brooks, A. (2015, December). Emotion and the Art of Negotiation. Harvard Business Review. https://hbr.org/2015/12/emotion-and-the-art-of-negotiationLinks to an external site.

Aronson, J., & Aronson, E. (2018). The social animal. Worth.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it helpful to consider the following primary approaches for moving a negotiation forward:

Logic (Facts and merits of your case / why you are right) Power (The ability to penalize or reward / your other options that would eliminate the need for this negotiation) Emotion (About generating emotional responses to the deal being offered - NOT about exhibiting negative emotions like anger) Bargaining / Trading Concessions (Give something to get something) Compromise (Individual concessions / giving something up to complete the negotiation)

Provide examples of how and when you might use each approach in the negotiation process. Is there a preferred order in which you would employ these approaches? What connections can you make between what you are learning about social psychology and these approaches to negotiation?

1. Logic (Facts and Merits of Your Case / Why You Are Right)

This approach is essential when negotiating terms, such as loan rates, fees, or payment structures, and you need to present the business or financial justification for your stance. For example, suppose you're negotiating with a partner financial institution about a new mortgage product. In that case, you can use logic to present statistical evidence of market demand, loan performance metrics, and industry trends to justify your preferred terms. Aronson (Chapter 5, The Social Animal)

My example would be that you are negotiating with a potential investor to secure funding for a new mortgage product. You could present precise data, such as the performance of similar products in the market, consumer demand for competitive loan rates, or the overall economic climate, to demonstrate why your proposed terms or investment structure are advantageous.

2. Power (The Ability to Penalize or Reward / Your Other Options That Would Eliminate the Need for This Negotiation)

In the mortgage industry, power often comes from having multiple options or partnerships that can move a deal forward or from holding valuable industry relationships or information. As a VP, you could leverage your company’s position in the market or access other potential partners to apply pressure or create leverage during the negotiation. Cialdini explains (Chapter 4 of Influence P 128) that sharing relative data allows investors to see popular programs. That, in turn, would make them even more popular.

My example here is emotions. My company has relationships with other major institutions that offer favorable terms, giving me the power to walk away from the deal if needed. This creates a sense of urgency and can push the partners to provide on my terms.

3. Emotion (Generating Emotional Responses to the Deal Being Offered)

In high-level mortgage negotiations, especially when dealing with individual clients or smaller investors, emotion plays a role in connecting on a human level. This isn't about manipulating or causing negative emotions but about appealing to positive emotional factors like trust, security, or achievement. Sometimes, we forget that it is an actual human at the end of the day and not a checkmark or a profit line.

Emphasizing how your products will positively impact individuals and families can appeal to their emotional investment in helping customers achieve homeownership. Sharing success stories of borrowers who benefited from similar mortgage programs can also evoke positive emotions and build trust.

4. Bargaining / Trading Concessions (Give Something to Get Something)

Bargaining is a crucial aspect of most mortgage-related negotiations. Whether it’s negotiating interest rates, fee structures, or terms of repayment, you may need to give something up to secure a deal, but in return, you can ensure the investment that appeals to both you and your clients. Maybe they demand a lower interest rate, and in response, we could offer a slight reduction in the rate but secure a higher down payment or shorter loan term. This gives the client a concession they value while protecting your company’s interests.

5. Compromise (Individual Concessions / Giving Something Up to Complete the Negotiation)

Compromise is about finding a middle ground when both parties are unwilling to give up on key points of the negotiation. In mortgage negotiations, this could happen when you're balancing client needs with company policies. This can be a delicate dance; one wrong move and all the hard work on both sides can fall apart.

I have negotiated the terms of lender investments with a wholesaler, and they’re asking for a longer repayment term, but this would increase my company's risk. I have compromised by extending the term but reducing the loan principle limit amount or increasing the back-end interest rate slightly. This give-and-take is a great way to find balance or get the conversation going again.

Preferred Order of Approaches

In the mortgage industry, a typical order might be:

1. Logic: Could you present the facts and rationale behind your offer? This builds credibility and makes it clear why the deal is beneficial.

2. Power: Once the facts are on the table, you can introduce the concept of alternatives, making it clear that while you want the negotiation to succeed, you have other options if it doesn’t.

3. Emotion: Once the logical and power-based arguments are made, it's essential to appeal to the other party’s emotions. Build trust, demonstrate empathy, and connect on a personal level.

4. Bargaining: At this stage, the complex negotiation takes place. You offer and ask for concessions to reach a mutually agreeable outcome.

5. Compromise: When it's clear that neither side can win everything they want, compromise becomes essential to wrap up the deal and move forward.

Discussion Prompt 2: Thinking back on Module 3, concerning building your leadership expertise, pick three concepts/theories/ideas from the module that you would consider the most potent and valuable, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.

The first concept I locked onto was in Module 3 regarding persuasion and effective communication. These Techniques were provided by Aronson (Chapter 5). Effective communication is the bedrock of almost everything I do, in business or my personal life. I have a lot of past classes in emotional intelligence, and Aronson adds to that. I started sharing personal stories, and the transformation in how people around me was staggering. My peers and my leadership team began to view me as human! It was impactful, and in turn, I watched how they mimicked and became transformational leaders. It brought about healthy discussions, awareness of where we can improve our leadership, and a real human spin on what is a challenging space.

The second concept that stood out to me was social proof (Cialdini, Chapter 4, Influence). This chapter reinforced the idea that our actions are heavily influenced by the groups we belong to and the social norms around us. This is particularly important for my leadership program, as it shows how creating uncertainty can amplify the impact of social proof. Individuals are more likely to mimic negative behaviors when there’s confusion or lack of clarity. It grows like a cancer in a company. Understanding this dynamic is sometimes an ongoing battle as most of us fall back on old, familiar habits.

The third concept that resonated with me was the old “Give and Take”- reciprocity (Cialdini, Influence, Chapter 2). It talked about individuals who often stay in jobs with little to no opportunities for growth simply because they feel a sense of obligation to a boss who treats them well. As a leader, I fought tooth and nail to create an environment where my team members have apparent career growth and development opportunities. I encourage them to take or interview, even if I lose them to a different department. I want to think that the leadership in my organization shares this same commitment. Reciprocity can sometimes create a sense of indebtedness that keeps individuals in positions where they don’t fully thrive. I believe great leaders should be willing to push their employees or team members to get outside their comfort zones and look at finding better opportunities. Nothing brings me joy more than seeing an employee rise to the potential I and they always knew they could.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

Logic (Facts and merits of your case / why you are right) Power (The ability to penalize or reward / your other options that would eliminate the need for this negotiation) Emotion (About generating emotional responses to the deal being offered - NOT about exhibiting negative emotions like anger) Bargaining / Trading Concessions (Give something to get something) Compromise (Individual concessions / giving something up in order to complete the negotiation)

I would first consider power and understanding my audience as I begin preparations for a negotiation. This would set the foundation for understanding one of Aronson’s (2018) key variables for the nature of my communication, the size of the (power) discrepancy between myself and my audience. Knowing this will allow me to understand my audience’s latitude of acceptance (Hovland, Harvey, Sherif, 1957) and guide me on building a more moderate or more extreme negotiation tactic.

I would start the negotiation using logic, presenting the facts and figures that support my case. Starting the discussion from a central route of persuasion (Petty & Cacioppo 1986) allows me to better understand my correspondent and watch how they react. From there, I can better understand what the nature of my communication moving forward needs to be and can continue to build my case accordingly (Aronson, 2018). It will help my better understand if they are more moved by logic or emotion, how informed they are about the topic, how close our opinions are on the subject. etc. and will give me the opportunity to adjust the conversation and include peripheral arguments, as needed. Since studies have found that persuasive arguments are best built with both logical and emotional appeals, I would prepare to use more emotional language when presenting my case (Hartmann, 1936).

I would last use bargaining and/ or compromise as final resorts to my argument. I would begin the argument with my top offer for consideration using logical appeals and some emotional language in the appeal. If my appeal fails to sway my audience at this point, I will deploy the rejection-then-retreat component of the rule of reciprocation which Cialdini (2009) states should incline my audience to see my second request as lesser and offer a concession of their own (p. 38). If my audience responds to my first appeal, then I would feel as if I had won the negotiation. If that fails, knowing that my apparent concession is likely to be more effective at swaying my audience, I would ensure that my minimum case is being agreed to (Cialdini, Vincent, Lewis, Catalan, Wheeler, and Darby, 1975).

Discussion Prompt 2: Thinking back on Module 3, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.

The three theories from this module that I consider the most useful for my leadership experience are as follows:

1. The Rule of Reciprocation – A few times a year my organization sends out an employee experience survey that provides valuable information as to the mindset and satisfaction of my team members. Since the surveys are anonymous, I am never sure if all my team has submitted their survey and have offered rewards to the team if we hit 100% after the survey is over. After reading about the rule of reciprocation, I am going to try to offer a small reward at the time of the survey taking place as opposed to after the team has submitted their responses. Studies have found that offering a small gift along with a request is more effective than a reward after the fact (James & Bolstein, 1992 as cited by Cialdini, 2009).

2. The Principle of Social Proof – I believe in the power of team building to make teams, especially those working remotely, stronger and more effective at collaboration. In the past, I have had team members who are resistant to the idea of team building and think it is a waste of time. The biggest change in their mindset has come when they participant in team building activities with larger peer groups or teams. As Aronson (2018) states, they “view [the team building] behavior as correct in a given situation to the degree that [they] see others performing it” (p. 99). Understanding that this change of heart when exposed to seeing other teams participating helps me connect the principle to the behavior change and better prepares me for addressing this kind of mindset in the future.

3. Building credibility with team members – After reading that first factor in increasing trust in the people around us is credibility (Aronson, 2018, p. 172), building credibility with new team members is crucial to being a strong leader. I appreciated understanding the key factors that work to build credibility (take a position that is not strongly in my favor, not appear to try to influence the team, increase my likability, and remain confident (Aronson, 2018, p. 179) and can use these factors more intentionally and effectively when bringing new team members on board.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

Logic:

Logic is often my starting point in negotiations. Presenting objective facts, data, and rational arguments creates credibility and sets the stage for an informed discussion. For instance, I rely on market research, performance metrics, and industry standards to justify my position in salary negotiations. This approach aligns with the principle of mass communication and persuasion, as discussed by Aronson (2021, p. 258), where well-presented factual evidence can shift perceptions without overt coercion.

In personal training, I use logic when convincing clients about the importance of strength training. By presenting data on muscle retention, metabolism, and injury prevention, I reinforce why their commitment to structured workouts is crucial for long-term health.

Power:

Power dynamics may come into play if logical arguments fail to gain traction. Power in negotiation is not about dominance but about demonstrating viable alternatives. When negotiating with a client who undervalues my services, I highlight other opportunities that reduce my dependency on their offer. This ties into Cialdini’s (2009, p. 203) concept of scarcity, where the perception of limited access increases perceived value. I increased my leverage and position in the discussion by clarifying that I have other options.

Emotion:

Emotional appeal can be a game-changer when logic and power alone are insufficient. This is not about emotional manipulation but creating a compelling vision that resonates with the other party. Aronson (2021, p. 275) notes that emotional persuasion is effective when it creates personal relevance, making the negotiation not just about numbers but about meaning and impact.

I have seen how invoking emotion can drive client commitment in fitness coaching. When clients struggle with consistency, I remind them of their initial goals and how their progress affects their overall well-being. By tapping into their deeper motivations—setting a good example for their kids or regaining confidence—I create a personal connection to the negotiation.

Bargaining:

Bargaining enters the scene once the groundwork has been laid with logic, power, and emotion. It involves trading concessions strategically—giving something to get something. When negotiating partnerships, I might offer a discount for a long-term contract in exchange for exclusivity. Cialdini’s (2009, p. 22) principle of reciprocation plays a crucial role here: when one party makes a concession, the other is more likely to respond in kind, facilitating agreement.

Compromise:

Compromise is the last resort when a dilemma threatens to derail negotiations. This approach involves making individual concessions to reach a mutual agreement. While compromise may feel like a loss, framing it as a collaborative effort can maintain positive relationships. In team environments, I have seen compromise work effectively when both sides feel heard and valued, reinforcing social proof dynamics (Cialdini, 2009, p. 118), where people look to others' behavior to guide their decisions.

My Preferred Sequence:

Negotiation is an art that blends psychology, strategy, and adaptability. While the approaches of logic, power, emotion, bargaining, and compromise serve distinct purposes, their effectiveness depends on context and timing. Though every negotiation is unique, my preferred order follows this sequence: logic, power, emotion, bargaining, and compromise.

The reciprocation principle states that when people receive something of value, they feel a psychological need to return the favor (Cialdini, 2009, p. 20). This principle can be leveraged in leadership by promoting a culture of respect and appreciation. I can implement this as a transformational leader by providing employees with mentorship, recognition, and professional development opportunities. For example, suppose I invest in an employee’s growth by offering one-on-one coaching or funding a certification course. In that case, they are more likely to reciprocate by demonstrating outstanding commitment and effort in their work.

Additionally, this principle can be used to build trust and loyalty within a team. When leaders genuinely care about their employees' success, employees often respond by exceeding expectations. This could encourage a "give-first" culture in the workplace, where team members actively support each other, leading to a more cohesive and motivated team (365 Financial Analyst, 2022). By modeling generosity and support, I can create an environment where employees feel a sense of obligation—not through pressure, but through genuine appreciation—to contribute to the team’s success.

2. The Power of Social Proof

Social proof suggests that people look to others to determine appropriate behavior, especially in uncertain situations (Cialdini, 2009, p. 120). This concept can be applied in leadership by setting high standards through organizational role models. Employees are more likely to embrace a strong work ethic, creativity, and collaboration when they see their leaders and peers embodying these values.

To integrate this into my leadership style, I would highlight and reinforce positive behaviors by recognizing employees who demonstrate exceptional teamwork, initiative, or problem-solving skills. This recognition doesn’t always have to be formal—it can be as simple as a public acknowledgment in a meeting or a small incentive. The key is to create visible examples of the behaviors I want to see replicated across the organization.

Additionally, social proof can be used to normalize a culture of continuous improvement. If employees see that others are constantly learning, upskilling, and pushing themselves to grow, they will be more likely to adopt similar behaviors (365 Financial Analyst, 2022). By fostering a growth-oriented mindset, I can inspire my team to view challenges as opportunities for development rather than obstacles.

3. The Scarcity Principle

The scarcity principle highlights that people value things perceived as limited or exclusive (Cialdini, 2009, p. 213). In a leadership context, this principle can increase motivation and engagement by emphasizing unique opportunities within the organization.

One way to implement the scarcity principle in leadership is by creating exclusive development programs or leadership opportunities that employees must earn through performance and dedication. For example, a company could introduce a “high-potential” leadership track, where only the most committed employees gain access to specialized training and mentorship. Equinox applied a similar strategy with trainer apparel in their shop—higher-earning trainers were granted access to better-quality items at an employee discount. This approach promotes a sense of urgency and motivates employees to push themselves to qualify for these opportunities.

Additionally, the scarcity principle can drive engagement in high-stakes projects. By framing specific tasks or initiatives as rare opportunities to showcase skills or work on game-changing projects, employees will be more likely to invest their full effort (The Self-Made Nerd, 2022). However, using this principle ethically is essential—creating false scarcity can backfire and damage trust. Instead, I would focus on ensuring that high-value opportunities are genuinely rewarding and worth striving for.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

As a leader, I think there’s a few situations where the negotiation game comes into play. I’ve dealt with situations of direct reports coming to me with concerns of them not getting compensated enough, and I had to work to get them somewhere that they felt more comfortable with. I’ve also dealt with situations where I was adding to a person’s workload and really had to negotiate on them taking that extra work on.

I think what has worked best for me from the list above is using logic and bargaining/trading concessions, especially when it comes to adding to a person’s workload. Logic comes into play by allowing myself to explain why I felt this person was the best fit for the extra work. Maybe they have experience with higher priority clients, or maybe they have customer facing experience and I know that this account will require that. Aronson mentioned “A persuader can get us to do things if those things resonate with our self-identity” (Aronson, 2018). So really playing up why they would be best fit for the account and including experience that you know they take pride in can be helpful. Additionally, bargaining and trading. I know that it’s unfair to make your employees that go above and beyond take on extra workload just because they’re known for excelling at their job. In these situations, I’ll often see what I can take offtheir plate so that I can add what I need on. It’s a juggling act, but I never want to cause burnout, especially from employees that I know I can rely on.

The three concepts I felt were most beneficial in this module are The Nature of Communication, Uncertainty, and Teens, Social Media, and Technology.

The Nature of Communication:

This was a somewhat broad choice for a concept of the week, but I think that all of the individual variables that contributed to this section of Chapter 5 in Aronson’s The Social Animalwere really helpful in their own way. Aronson mentions “Commuications themselves differ, and how they differ can determine their effectiveness” (p. 179). So by providing different means of approaching communication to ensure efficacy was beneficial to learn about and will make me more conscious of conversations with my team in the future.

Uncertainty:

This was taken from Chapter 4 of Cialdini’s Influence. Cialdini mentions “In general, when we are unsure of ourselves, when the situation is unclear or ambiguous, when uncertainty reigns, we are most likely to look to and accept the actions of others as correct (p. 109). I think this really spoke to how we unconsciously (or maybe it is conscious, but sort of cruise control) follow the lead of others that we consider more knowledgeable than us on a subject.

Teens, Social Media, and Technology:

This was the documentary listed in our learning materials as a sort of bonus for the week. I had some time during my sons tae kwon do practice, so I made it a point to watch it. I chose this as one of the most beneficial topics for this week because I think it’ll help overall relate to younger employees at work. The documentary primarily covered the importance of social media to the younger generation, but it helped shed light on where their priorities often lie and how modern social influence plays a big part in their own choices.

Aronson, E. (1972). The social animal. http://ci.nii.ac.jp/ncid/BA13398978Links to an external site.

Cialdini, R. B. (2009). Influence: Science and Practice. Prentice Hall.

FRONTLINE PBS, Official. (2019, July 26). Teens, Social Media, and Technology (full documentary) | FRONTLINE [Video]. YouTube. https://www.youtube.com/watch?v=JqamKb7gTWY

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

In my organization, I often need to negotiate with leaders on completing short participant surveys, or in participating in behavioral learning opportunities. It is easy for the leaders to put these items to the side, and maybe they will get to it, and maybe they will not, due to other priorities.

I would use the following order, as I believe it would work best in a negotiation to appeal to the emotional side first in order to get them to care, and then sprinkle in some logic, and bargain and then compromise if needed. I would use power as a last resort.

Aronson (Chapter 5, The Social Animal) tells us that persuasion is tied to emotion and personal examples over statistics and logical details. I can also appeal to the leaders in my organization through their identity to be a stronger leader and model the way for others in responding to surveys and attending, or completing training sessions.

I can use logic in my negotiation for giving them more of what they want if at least 90% participate in short participant surveys. I will be able to act on good data, rather than a small percentage of leader responses, which very well may miss the mark for what needs to be improved upon.

I bargain with the leaders in asking them to give me time in the training sessions to respond and complete the short survey by providing the link live in the session, and providing time for them to complete it before the end of the session.

I compromise with the leaders by offering shorter training sessions with them, and I ask them to compromise by giving their full attention, and not multi-tasking during the training session.

Cialdini explains (Chapter 4 of Influence) the concept of social proof. I see this in my organization where leaders follow what others do as the norm, and that can lead to bad behaviors, or toxicity in company culture if not addressed. Persuasion techniques and negotiation with leaders is an ongoing process. Lastly, I can use power, which I plan to do in offering a monetary reward to the leader that displays the behaviors of an exemplary leader as a result of the leadership learning program.

Discussion Prompt 2: Thinking back on Module 3, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.

The first concept that was most powerful in Module 3 is the persuasion and effective communication techniques provided by Aronson (Chapter 5). There were so many nuggets here, but I resonated most with sharing emotional stories as that will be most impactful in teaching the leaders in my organization how to be a transformational leader. Appealing to their human side will allow them to recognize where they can improve as a leader. It is important for me and other leaders to share our stories so others can learn from our experiences.

The second concept I thought was useful was the idea of social proof (Cialidini, Chapter 4, Influence). This chapter proved to me that our behaviors are very much dictated by groups and social norms. This is key for me to incorporate in my leadership program for leaders in my organization, as uncertainty leads to the influence of social proof and others are more likely to follow bad examples of behavior where there is confusion.

The third concept I thought was useful was the idea of reciprocity (Cialdini, Influence, Chapter 2) and the willingness of people to stay in a job for a paycheck with really no advancement opportunity, all because they feel indebted to their boss that treats them well. I want to be the type of leader that provides career advancement and development for my direct reports, and I want the leadership at my organization to do the same. I think reciprocity can lead to the idea of being “beholden” to a person or place without reaping any benefits. I think leaders need to be okay with letting direct reports go if they will be more successful somewhere else. That is the kind thing to do.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

The approaches listed above (logic, power, emotion, bargaining, and compromise) should be utilized immensely when it comes to planning a negotiation. As a recruiter for my company, I negotiate daily. There are times when I am negotiating with the hiring manager and times when I am negotiating with the candidate.

No matter who I am negotiating with, I always start with logic. When I am speaking with the hiring manager, I use a compensation tool that allows me to show the hiring manager where the candidate would come in salary wise in relation to their team. This helps my managers to objectively look at what this new employee would be bringing to the table in relation to their current employee’s skillsets. Utilizing this tool helps me tap into the hiring managers’ central route to persuasion by having them weigh the arguments and consider the relevant facts to make their decision (Aronson, 2012 pg.170).

Most of the time I am screening candidates who have family members and friends who already work at my company, have seen our advertisements, or have been a part of an agency that has worked with my company. They have bought into my company before I even speak with them. My job of selling my company and the position has been done for me through the principle of social proof. The candidate determines that my company is a great place to work because others have told them exactly that (Cialdini, 2009 pg.225). The candidate has brought their emotions with them to the negotiations.

Bargaining/trade concessions come into play if a candidate renegotiates their offer. If they have the experience/skills necessary to back up their counteroffer, and our numbers are within reason, I bring that back to the hiring manager. Together we discuss the candidate’s resume and how they performed in their interview. The reciprocation principle, highlighted in the 365 Career video, The Reciprocation Principle on YouTube (2018), is an effective technique that stimulates the relationship of favor-giving and compliance. Utilizing this principle, I can convince my hiring manager to either meet or get close to what the candidate is looking for because I know that candidate will work hard to repay the hiring manager’s willingness to cooperate.

When talking to a candidate who is looking for a career change, I use the compromiseapproach. The candidate does not want to admit it initially, but we both know they will have to take a pay cut when starting over if there are no relatable skills. I try as best I can when screening the candidate to ask questions that I know the hiring manager will ask. This helps them lock in their answers, so they are confident when talking to the hiring manager. After I finish my questioning, I talk money. I tell them what the position is generally going for, but in the same breath I tell them all the different career paths they could go down and sometimes it makes sense to take a step backwards to continue forwards.

I use power with the candidates when I give them a deadline to take the offer or decline. Highlighting the expiration date of the offer provides a scarcity that the offer will not be on the table forever. I also let them know that if they decline, we will move on to the next candidate, once again relaying that the offer will not be on the table forever. Just as Cialdini shares in his example of his brother selling cars, if the candidate does not take my offer by the due date, he might lose it to that…that…next candidate (Cialdini, 2009 pg.493).

In my line of work, I believe it is best to lead with logic. Utilizing facts to make an informed decision is never the wrong answer. Next, using the candidate’s emotions can pre-close a candidate without a lot of work on my end. Bargaining comes next because there is some give and take to each side getting what they want. Compromise is then used to trustworthiness and credibility. Lastly, power is used to manipulate negotiations. I am not afraid to find another candidate that could do the job just as well.

“Social psychology is the study of the influence of the real, imagined, or implied presence of others upon our thoughts, emotions, beliefs, and behaviors, and how we influence others” (Aronson, 2012 pg.6). Using these five approaches in conjunction with social psychology suggests that it is essential to put yourself in the other person’s shoes before choosing a negotiation strategy.

Credibility is an essential leadership practice. Credibility determines trust and we allow ourselves to be influenced by communicators who are trustworthy and experts in their field (Aronson, 2012 pg.174). As a leader I want to make sure that I provide my team with the best and most up to date information. To do this, I need to relay the necessary information to my team, as well as admit when I do not know the answer to a problem. It is better to show my vulnerabilities than to give false answers, proving that I am trustworthy and credible.

People rely on the experiences and opinions of link-minded people to guide their own decisions and actions. This is why when we are unsure how to act, we look at the people around them for queues and guidance ( 365 Career video, The Social Proof Principle the Six Principles of Influence on YouTube 2018). Social Proof is another essential leadership practice. By publicly recognizing high-performing team members, I can not only build those members’ self-esteem, but I set the tone for how I want the other team members to implement their work.

Another essential leadership practice is the principle of reciprocation. This principle suggests that we should try to repay favors that have been provided to us (Cialdini, 2009 pg.50). This can be seen in a work setting when a coworker helps to take some work off another coworker’s plate. The coworker receiving the help will be more inclined to help their coworker later when they have more bandwidth. As a leader, this principle of reciprocation can help build a nice, cohesive team.

Discussion Prompt 1 : When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward: Logic (Facts and merits of your case / why you are right) Power (The ability to penalize or reward / your other options that would eliminate the need for this negotiation) Emotion (About generating emotional responses to the deal being offered - NOT about exhibiting negative emotions like anger) Bargaining / Trading Concessions (Give something to get something) Compromise (Individual concessions / giving something up in order to complete the negotiation)

Answer 1:

Logic is the first step I would pursue in a negotiation process. You must first state the argument that is being negotiated and determine what facts or data you can present to support your side of the negotiation. Emotion is a crucial approach in the negotiation process. Testimonies are a nature of communication that involve person connections and emotions. Most people are deeply influenced by one personal example than by an of statistical data (Aronson, 2018, pg. 472). While you need to present your statistics for the logic side of negotiations, it’s important to relate experiences and testimonies to play a part in the emotionally side of negotiations. I would use the emotionally approach when negotiations involve social elements. During the comprising approach in negotiation, we must take in account the idea of reciprocation. According to 365 Career’s video, The Reciprocation Principle on YouTube, the number one principle of reciprocation is an extremely effective technique to stimulate a relationship of favor-giving and compliance (2018). This is related to comprise as well as bargaining because you must be willing to give a little to get a little. There cannot be a negotiation without both parties having trade-offs. If a party is willing to compromise in the negotiation, you should be as well. On the flip side, if you start the compromising first, 365 Career’s video The Reciprocation Principle on YouTube, states that under a feeling of obligations, individuals are much more likely to say yes to a request. This can also be used as a form of power in the negotiating process.

Answer 2:

Source of Communication – In module 3, we talked heavily about trust within the source of communication. I believe this is a powerful concept in leadership and want to incorporate this into my leadership style as I gain experience. I think trust is important in relationship building with team members and can make workflow smoother. Also, trust is important in determining whether a communicator will be effective (Aronson, 2018, pg. 448). Trust can lead to credibility. As a leader, it’s crucial to be viewed as credible and trustworthy.

Social Proof- This is the idea that we view behavior as correct in a given situation to the degree that we see others performing it (Cialdini, 2009, pg. 307). This theory stood out to me because I can attest my own experience to social proof. If my coworkers are all performing their job in a certain manner, I assume that’s the correct way without any evidence to support it simply because everyone is performing the job in the same manner. As a leader, social proofing can be used to innovate a successful and positive workplace culture. Social proof always covers the idea that people want to belong to a group. If the right workplace culture is cultivated, team members will naturally want to belong to that versus being an outlier.

Uncertainty – Within the theory of social proof, there is the concept of uncertainty. Uncertainty develops through lack of unfamiliarity with a situation and under such circumstances, people are especially likely to follow the lead of others (Cialdini, 2009, pg. 339). It’s important that in the face of uncertainty people have a confident source of leadership they can trust to guide them through. This is important to incorporate into my leadership style so that my project team members will have the right leadership to lead through uncertainty rather than leaving them out to dry by themselves.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward: Logic (Facts and merits of your case / why you are right) Power (The ability to penalize or reward / your other options that would eliminate the need for this negotiation) Emotion (About generating emotional responses to the deal being offered - NOT about exhibiting negative emotions like anger) Bargaining / Trading Concessions (Give something to get something) Compromise(Individual concessions / giving something up in order to complete the negotiation) Provide some examples of how and when you might use each of these approaches in the negotiation process. Is there a preferred order in which you would employ these approaches? What connections can you make between what you are learning about social psychology and these approaches to negotiation?

Response:

When engaging in a negotiation, various strategic plans can be used to affect the course of the talk in the desired direction. In this article, I will discuss five strategies: logic, power, emotion, concession and Bargaining, and compromise. I will also try to explain how they are related to the ideas presented in social psychology.

The first thing to do in a negotiation is to use logic. Using factual evidence as to why you have a strong case can be effective. For instance, when negotiating for a salary increase, you will first explain your accomplishments and how you have added value to the company and its bottom line. Also, the use of comparatives such as industry trends and, market trends and statistics will help to strengthen your position as you will be able to prove that what you are asking for is not only tolerable but normal and can be seen in other organizations. This is in conformity with the notion of using reason, as explained in “The Social Animal” by Aronson (Chapter 5). According to Aronson (2018, p. 128), rationality is most effective in influencing an audience that is willing and able to think through the information provided because it requires the use of cognition to consider the arguments and evidence. Logic in negotiation means that you are able to present a clear case that is difficult to oppose, which makes others trust you. In addition, the use of logical reasoning can assist in the case of predicting possible counterarguments and, thus, showing that one has thought about the matters from various angles and has solid answers.

Power is the process of using one’s ability to reward or, punish, or to offer alternatives. In a business negotiation, this could mean referring to your company’s market share or unique copyrights. Perhaps it means referring to other better offers that are available, which may just make the other party come up with a better deal. Here, Cialdini’s principle of scarcity, which is discussed in Chapter 7 of the book Influence: Science and Practice, comes in handy. This means that since you have scarce and valuable resources, the other party will have to value your offer highly. Power can also be gotten from having a good BATNA which is a better position in negotiations. Knowledge of your BATNA should be used to inform the other party that you have other options, and they may have to offer you better terms to keep you in the negotiation (Fisher, Ury, & Patton, 2011).

Emotion can be a good tool in negotiation, but it has to be used properly. The former uses positive emotions to create goodwill and foster cooperation. For instance, in a partnership negotiation, one can obviously show enthusiasm for the possible cooperation and thus make the other person feel the same. According to Aronson, positive emotional appeals are a key element of persuasive communication (Chapter 5). This is because, in this approach, emotional intelligence is very important because one has to be able to control his or her emotions and also those of other people in the process of negotiation. A emotionally friendly environment can help the participants to feel safe and will be more willing to cooperate in order to get a win-win agreement.

Concession and Bargaining is a negotiation strategy that is based on the exchange of benefits. For instance, you can agree to a condition proposed by the other party in return for an important concession from them. This is similar to the principle of reciprocation, which Cialdini introduced in Chapter 2 of Influence: Science and Practice. This is because when you give a thank you, the other party will probably feel like returning the favor, thus allowing the negotiation process to continue. This approach can also be used to build up the goodwill and the willingness to cooperate, which is very important in the growth of relationships. Furthermore, the effective control of the timing of the concessions can enhance the continuity of the negotiation process, and hence, the other party will also be compelled to counter-conciliate (Kompella, 2020).

Compromise is a term used to describe the process of both parties coming up with their own concerns and then finding a common ground. It may not lead to the ideal result for either of the two parties, but it is a way of solving a conflict when the negotiations have reached a deadlock. This approach is based on the concepts of equity and fairness, which are important in the study of social psychology. In the context of relationships where the focus is on the enforcement of good relations, this approach can be particularly helpful as it reveals the parties’ willingness to accommodate each other’s concerns. It is easier to identify those parts where both parties can find a middle ground without compromising on their main demands, thanks to the understanding of the interests and concerns of both parties (Lewicki, Barry, & Saunders, 2016).

While there is no specific sequence for the use of these approaches, it is advisable to begin with logic and then add power and emotion. They can be applied as the negotiation continues, especially in case the initial strategies do not lead to an agreement. In this article, I have sought to demonstrate that by understanding and using key negotiation tactics based on social psychology, you can increase your chances of success in any negotiation. These approaches can be combined to create a more dynamic and flexible negotiation process, which will enable you to better adapt to the changing circumstances and actions of the other party, and thereby increase the chances of a successful resolution.

Discussion Prompt 2: Thinking back on Module 3, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your evolving leadership practice.

Response:

One of the most important and most applicable ideas presented in Module 3 is the Reciprocation Principle which was introduced by Robert Cialdini in his book “Influence: The Science of Psychology” (Chapter 2). This principle is based on the norm of reciprocity, which can be used to foster goodwill and gain cooperation from people. In this way, as a leader, I can apply the Reciprocation Principle to practice by being very kind and nice to my subordinates and colleagues by giving them my time, resources, and support. For instance, by helping team members with their projects and by offering to mentor them, I develop a mutual assistance system. This not only enhances the esprit de corps but also induces people to reciprocate, which may result in a better cooperative environment in the workplace (Cialdini, 2009, p. 20). Furthermore, I can use this principle in bargaining and decision-making processes by making the first move and thus making the other party feel obligated to return the favor. This can result in more beneficial results and develop a good working relationship among the team members.

Another important idea is Social Proof, which is also described by Cialdini in Chapter 4. Social Proof is the phenomenon where people tend to follow the decisions made by others where there is uncertainty. In my leadership practice, I can use Social Proof by using the achievements and good behaviors of team members as an example for others to emulate. In order to encourage people to engage in desirable behaviors, I can acknowledge and reward them in public, which will lead to a positive feedback loop where everyone else wants to follow suit. This approach is particularly effective in changing the culture of an organization because people will be more likely to accept new behaviors if they see that others in the organization are also doing so (Cialdini, 2009, p. 116). Furthermore, Social Proof can be used to obtain buy-in for new processes or initiatives where required. Thus, presenting the early adaptors and their success stories, I can create the buzz and get everyone to support the changes that are being made.

Lastly, the idea of Scarcity discussed in “Influence: Science and Practice” can be used to influence the behavior of others. Scarcity is an idea that states people will value something more if it is scarce or hard to get. In a leadership context, I can use Scarcity to make my team aware of the special opportunities and the time-sensitive offers that are available to them. For example, I could explain that some training programs are only available to a certain number of people or that there are limited funds available for special projects. Thus, I can encourage team members to grab these chances as there is a time limit for them to commit themselves to their learning and growth (Cialdini, 2009, p. 238). Further, recognizing each member of the team and thanking them for their hard work and talent will also increase their motivation and engagement. This can be done by acknowledging the skills that each member of the team has and the part they play in the team, making them feel that their skills are indeed useful and needed.

In conclusion, Reciprocation Principle, Social Proof, and Scarcity are some of the concepts from Module 3 that can be well applied in my future leadership practice. In this paper, I will explain how these principles can be used to develop better relationships, encourage the right behavior, and make people take advantage of the right moments. These strategies are based on social psychology and can be used as a basis for being a good leader. These concepts, if embraced in my leadership approach, will not only help me to influence my team effectively but also to foster a positive and productive work environment in the organization.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

I actually find myself in the negotiating process when potential customers reach out for quotes on party package options for my mini truck, The Little Tiff. For context, I have a 1993 Daihatsu Mira Walkthrough imported from Japan that I have converted into a mobile ice cream parlor. For reference, you can check it out at Tiffancyitup.com.

I actually use most of these approaches on myself when developing the quote and then again up front when providing the quote. I know that my Little Tiff mini-truck is a unique experience with no direct competitors, and therefore, I actually use most of the principles of scarcity as described by Cialdini (2009) though I didn’t realize it before! I know I need to justify (to myself) and communicate to the customer why the price for a two-hour rental is higher than they may expect.

Instead of engaging in price-matching (since there are no true competitors), I use logic to highlight the exclusive features and operational costs. The Little Tiff mini-truck is custom-designed, offering an experience that no other vendor provides (Scarcity, Cialdini, 2009). Additionally, I account for the costs associated with high-quality products, time (my time is valuable), and location. The Little Tiff is mobile, but on freeways or far distances, a trailer and truck must be used adding additional costs. Additionally, consistency (Aronson, 2019, chapter 3) indicates that people prefer to align their choices with what they perceive as the "best" option. I share the amount of servings I can offer and different prices at different tiers depending on product, time, and distance.

I use power by emphasizing scarcity and letting customers know that weekend slots fill up fast. I also let them know right away that certain days/times are already unavailable. I always saw this as being transparent and honest, but now I see it is an influence principle that creates an urgency and discourages rebuttals on price. As Cialdini shares, “we see that a less available item is more desired and valuable” (p. 213).

Emotion is really easy to acquire and apply with the Little Tiff; I believe it is what drives the inquiry to my services. I share a lot of pictures of parties and events. Everyone is happy and the pictures are festive. I also (didn’t realize) but now see that when I choose pictures to share that have a lot of people around the Little Tiff, it demonstrates the principle of social proof (Aronson, 2019) because it looks like everyone is enjoying the party and the service. Rather than positioning Little Tiff as just another dessert vendor, I tap into emotional appeal by emphasizing the joy and memories it creates and share with potential customers what other customers have said. The most common comment I receive from customers is “ everyone is still talking about your little truck!” – people really like to have exclusive vendors at their parties. I can see the principles shared by Aronson and Cialdini in this approach the most because I have lamented to my husband when people say this. I want them to say things about how much their child enjoyed it and remembers the party, but they always talk about their guests- not their kids!

Since I don’t want to discount a one-of-a-kind experience, I focus on value-added incentives rather than price cuts when I apply bargaining/trading concessions. Basically, I let the customer know that my quote includes a personalized menu and themed décor. I match whatever the party theme is from Spiderman, to butterflies, to home sweet home, and color themes. This is all included, and I share those concessions at the end of the quote. Cialdini’s principle of reciprocity (Chapter 2) suggests that when one party offers something, the other feels obligated to respond in kind and when businesses offer small perks, customers feel more inclined to agree to the deal. I have always felt like I am justifying my prices, but now I see that I am applying these principles.

When I share the quote, if customers let me know it is out of their budget or that they were hoping to serve more than one of the products offered, I will often compromise by offering to serve an hour longer or provide an additional product (at a limited capacity) but not at an additional cost. I let them know I understand, and I appreciate them responding to me, and then I let them know that there is a containment fee at the time of booking (applied to the overall cost) to secure their time slot (applying the scarcity principle again).

The order of these approaches I prefer are: 1) Emotion (getting the customer to inquire), 2) logic- determining the cost and profit margin reasonably, 3) Power, 4) Bargaining/Concessions, and last, 5) Compromise. After making connections to Cialdini’s Influence, I am not sure how I feel about my negotiating capabilities here. On one hand, I feel a little scummy when I thought I was providing a cool experience that was affordable for moms like me, and on the other hand, I think I need to raise my prices! I also realized this creates dissonance (Chapter 3) and by negotiating with myself to provide the quote, I justify a lot of the approaches here to reduce my dissonance. I also have learned about ways I might rephrase the quotes I share with potential customers.

The three concepts/theories/ideas from this module that I consider the most useful are opinions vs attitudes and the Effects of the Modern Media Landscape (Aronson, 2019), the Nature of Communication (Aronson, 2019), and the principle of social proof (Cialdini, 2009, chapter 4).

I found the definitions and explanations of opinions and attitudes very interesting. Not only were these concepts foundational to the succeeding concepts, but made me really think about what my own attitudes and opinions are and how to differentiate between them. I’m a high school science teacher, but I have one elective I teach each term based on the 7 Habits of Highly Effective Teens by Sean Covey. This class is deeply reflective for the students, and I always try to bring in the science behind their behaviors so they have a premise to reflect on. The definitions of opinions and attitudes was really cool to share with them, and we had some great dialogue on their reflections today. I shared a bit about the Effects of the Modern Media Landscape, too, and again we had great dialogue. Teens definitely have some attitudes about their smartphones, and the research seemed to give them something to think about. It led into discussion about persuasion and how they view me as a credible and trustworthy person, which according to Aronson (p. 174) is necessary for persuasion.

I found the Nature of Communication (and the sub concepts) to be very interesting and something I plan to consider all of the time moving forward. Aronson really emphasizes the power of emotional appeals and as a teacher of teens (very impressionable) I found some of these ideas to be ‘tactics’ I use during lecture (without realizing it) and in some ways I plan to be more cognizant of the power. For example, in my environmental science class, we discuss biodiversity loss, environmental hazards, and resources. I try to be very objective and share only the evidence found in the textbook, but after considering the text in chapter 5, I understand that I can appeal to them emotionally and have the power to persuade them on some pretty controversial issues. Since my students consider me a credible expert, I can share information and know that it has the power to change their behaviors and even attitudes.

The principle of social proof is also one concept I plan to adapt into my leadership practice. This concept made me reconsider my thoughts on remote work. Before I went back to the classroom, I had the opportunity to work from home 3/5 days (not counting COVID days), and I feel like there were a lot of benefits. I plan on leaving the classroom at the end of this school year, and hope to lead teams of adults on projects. I found some compelling evidence in chapter 4 of Influence that persuaded me to be consistent and hold in-person meetings as much as I can as part of the accountability piece of the charter we would develop. For example, each member will have a role(s) and responsibilities. It will be harder to come to a meeting and not be prepared if everyone is there and everyone has “done their part”. Likewise, if no one comes to a meeting or sends messages privately that they are not on track then everyone else will do that, too. The principle of social proof supports conformity, in my opinion. If everyone is coming into the office, then others will come too (at least for meetings, I hope). To clarify what I’m trying to say is that I want to use the principles of social proof to build a community and develop a positive, present, work culture if I get to lead a team.

Discussion Prompt 1: When planning a negotiation, many negotiation experts find it useful to consider the following primary approaches for moving a negotiation forward:

Answer #1:

It’s critical to understand your audience when putting together an argument to persuade a decision or action. One group I have found to be most receptive to logical data is physicians. When I am meeting with a physician, I have learned to provide logical, two-sided, data-driven arguments that discuss best practices. If I show up to a discussion in which I am trying to persuade this group and provide a one-sided, emotionally driven argument, they will most likely ask to table the discussion until we show research around the change we are trying to make. When an audience is well informed, they are more likely to be persuaded by an argument that discusses opposing views and then refutes them, as they are probably already aware of both sides of the argument to a degree (Aronson, 2018, p. 188).

I typically rely on power last when making an argument to persuade or negotiate, simply because I want the decision to be one that the group I’m presenting to truly believes in. When we use power to reward or punish, we rely on compliance to achieve the desired goal, yet it is short-lived. When a person is compliantly agreeing to a change being made, they have not been persuaded, and they don’t truly believe in it. Compliance has the least effect on achieving a lasting behavior, as the person’s behavior will return to what it was when the punishment or reward is removed (Aronson, 2018, p. 140). Interestingly, I was just talking with a colleague who has an employee that regularly arrives late. They have tried many emotional and motivating persuasive tactics to overcome this issue that have not worked. In this case I do believe that a system of rewards and punishments is appropriate.

Emotions play a large role in how people respond to an argument, and an argument that generates fear has been found to be more effective. “All other things being equal, the more frightened a person is by a communication, the more likely he or she is to take preventative action” (Aronson, 2018, p. 181). In the past, I have found myself using this tactic when working with a non-compliant patient, one who regularly refuses to take their medication or follow medical instruction to their own detriment. For example, when I am giving discharge instructions to a young diabetic patient who was hospitalized for not paying attention to their blood glucose, I may discuss the long-term effects of uncontrolled blood glucose in the diabetic population, which include loss of vision and amputations, as a tactic to try to scare them into increased compliance with their medications.

The rule of reciprocation states we should try to repay what another person has provided us in a similar manner (Cialdini, 2009, p. 19). I use this technique when negotiating workload with my co-worker. If I see that she is overwhelmed or has a task that she doesn’t care to do, I will offer to take on some of her tasks with the intention that when I am in the same predicament, she will reciprocate, and she normally does. I am providing a favor to her, a smaller workload, to receive the same reciprocity in the future. “It may well be that a developed system of indebtedness flowing from the rule of reciprocation is a unique property of human culture” (Cialdini, 2009, p. 19).

Per Cialdini (2009), we start many negotiations with requirements or demands that are considered unacceptable to the group we are working with, and therefore, we must find a way to remove the undesirable demands for the sake of progress; this can be done with mutual concessions (p. 37). When working with leadership to set team goals for the year, I may request a training class for my team that I know is too expensive and will be rejected. Using the rejection-then-retreat technique, I agree to this concession knowing that I have another more reasonably priced class in mind that I really want my team to attend. The leadership team should view this second request as a concession from me and should feel compelled to respond with their own concession, agreeing with the second request (Cialdini, 2009, pp. 37-38).

I can’t honestly say that there is one preferred order that I would apply these techniques as I work with a very large variety of groups. In my case, it is about understanding the characteristics of the group that I am presenting to and which communication characteristics will be most effective for the particular group at hand. Working in healthcare, when presenting to physicians and administrators, you are presenting to a well-educated group, and therefore, logical two-sided arguments are typically more successful. Understanding how and when to apply concessions is also important with this group for successful negotiations. When working with the patient population, the level of education related to medical conditions and treatments is often much less. While there are times when it is appropriate to use statistics and discuss medical studies, it is often more effective to present a one-sided argument that appeals to a person’s emotions. The patient population is often predisposed to believe the healthcare expert's opinion; in this case, a one-sided presentation resonates with the audience more loudly than a two-sided presentation (Aronson, 2018, p. 188).

Answer #2:

The three concepts I find most powerful from this module are reciprocal concessions, the nature of communication, and the effect of uncertainty. All three are important components of effective negotiation and teamwork. A successful leader is one who can move their team forward efficiently and united while showing positive end results.

Differences of opinion can result between teams when they have a common goal but differing priorities. In order for these teams to be able to work efficiently together, they may both have to make concessions to achieve their end goal. When requirements and demands are unacceptable between participants of a group who are working towards a common goal, these differences must be set aside for a mutually beneficial outcome, and this can be done through compromise in the form of mutual concessions (Cialdini, 2009, p. 37). Being cognizant of differences as they arise and understanding where concessions can be made on both sides is an important skill to focus on developing as an emerging leader.

Learning to apply key components of persuasion to make effective arguments to gain support for initiatives as well as meet set objectives is another essential leadership skill. Understanding how to effectively craft an argument to speak to the unique characteristics of the audience at hand is an art. “Communications themselves differ, and how they differ can determine their effectiveness” (Aronson, 2018, p. 179). This idea can be adapted into my evolving leadership style by consciously evaluating which types of communications and arguments will be most effective for the audience I’m presenting to before every presentation. By consciously working through this before every presentation, I do believe that it would become second nature over time.

Actively understanding the concepts of social proof and uncertainty will help us to better understand the team dynamics that play out before us each day. For example, uncertainty can have a large impact on a team, but if we don’t know that, we may miss the impact that our team's uncertainty has on their decisions. When we are in a position of uncertainty, we accept the actions of others as correct (Cialdini, 2009, p. 109). This uncertainty can steer teams terribly off their set course if not caught and corrected early. As a leader, we can work to overcome uncertainty within our teams by giving specific, clear instructions, identifying a specific individual to be responsible for a task, setting clear due dates, and encouraging clarifying questions.