Change Management And Negotiation

In a process of change and transformation, the person responsible for carrying it out must maintain, from the beginning to the end, including during the normal operation of the new process implemented, negotiation. As a way of saving the opposing opinions with people of the person work team, with the person superiors, with the users of the new methodology, or with those external elements he needs and must not advance by imposition.

With this we guarantee, with a correct use of the negotiation, that we satisfy both the rational part and the heart of the other part, and both satisfactions are important. I would say more, it is essential for the good success of the desired change.

Experience tells me that when we are going to negotiate with the same interlocutor in two different negotiations, separated even for a long time, the usual way of approaching it is like two isolated events, when in fact they are very much interrelated.

People have historical memory, and obviously what happens today will affect my relationship with that person in the future and it will be present the next time we meet, even if it has passed a long time.

I maintain that negotiations with the same person, at different occasions in time, must be seen as a process, in which the heart of the other party must be taken care of. Because emotions are of the utmost importance, that overcoming it is much more difficult than when the difference is rational, because the rational can be overcome with arguments in the logical, tangible field.

Dr. Robert Cialdini has shown that there are some constants, specifically 6, which are always repeated in all cultural environments in the world, known as the 6 principles of persuasion of Cialdini, which used properly, make the other party in the negotiation approach your positions and therefore help us find a possible agreement.

One of these principles is that of sympathy and similarity: It is much easier to negotiate with someone you like, being sincere (feeling, 100% emotional).

And to be liked, Cialdini shows that there are 3 factors that influence the preferences of any person:

1) The similarity

Those people who are similar to us (or seem to be). To do this you must reinforce everything that unites you to the person, from training, favourite sports, reading, work, etc. In this way, you can strengthen this affinity through sincerity.

2) Help them

Whenever you can, lend the person your help. We like to be with those who have helped us at a certain time.

For example, they may ask us for something very urgent, and if you can… do it right away, even if it’s late or during the weekend. That person knows that you have done something that is not usual and will be grateful for your effort.

3) Give acknowledgements

We all like to receive compliments when we see that they are sincere, and we like those people who flatter us sincerely, and to show that you are sincere, explain the reason for that praise.

As a manager of change, you must be a negotiator with your 360º, with all the people that are necessary, without forgetting that it is a process, knowing that today’s negotiation will have repercussions on tomorrow’s, knowing that it is easier to reach agreements with those who have feelings, and to have this, practice the acknowledgements and help them whenever you can and put in value everything that is related to you.