Influence tactics are vital components of negotiation and conflict management. While many may shy away from conflict due to its negative connotations and avoid negotiation due to the belief it may result in not getting ones way, they are crucial processes in the workplace and within the greater community. When managed effectively, conflict can actively encourage innovation, increase understanding and improve the quality of workplace decisions. Similarly, negotiation can see various parties reach shared conclusions and therefore the best overall outcome.
The role-play I took part in within the Personal Development tutorial program allowed me to observe, practice and critically assess various influence tactics within a simulated professional scenario. However, most importantly, this task provided me with the opportunity to observe my own natural influence tactics and encouraged me to reflect on whether my natural preferences are the most effective and efficient when negotiating with others.
My natural preferences for influencing tactics:
I was given the role of Chris, an employee struggling to come to terms with a new role within the organisation. Prior to the negotiation I read about my character’s situation and immediately began to empathise with Chris. I allowed my emotions to direct my attitude to the meeting with Dale. Instead of approaching the negotiation with more rational tactics to reach a favourable agreement that suited all parties, I felt Chris had been unfairly treated and I allowed my emotions to control the way I negotiated. On reflection, I am aware that I naturally use the emotional appeal tactic which I believe is directly influenced by environmental factors such as Chris’s story. In retrospect, I feel the use of impression management or rationality tactics may have presented both the manager and Chris with a more favourable outcome.
Learning