Harnessing the Science of Persuasion, Speeding up Team Learning - Coursework Example

OB and Negotiation Name: Course: Institution: Date: OB and Negotiation Harnessing the science of persuasion Introduction The art of persuasion encompasses the fundamental principles that are taught learned and applied. This art of persuasion is sufficiently acquired through the mastery of the existing principles and this can help executives initiate some form of scientific rigor to their businesses (Cialdini 2001, p.74). This is because they will be able to secure consensus, complete deals and win concessions (Cialdini 2001, p.74). This article analyses six essential principles of persuasion that suggest a few ways which executives can apply in their organizations. Fundamental principles of persuasion According to the principle of liking, people often have a tendency of liking those who like them. One way of demonstrating this principle is by understanding the relationship between guests and their hostess. When guests like a hostess for the reasons such as frequent invitations and high quality hospitality, there is a high tendency that the guests will purchase products and services from such a hostess when the said person is involved in any form of business (Cialdini 2001, p.75). This means that it is important for the executive to cultivate a fruitful relationship between their employees and their customers. Managers can also use aspects of liking such as praise to repair a relationship that has been damaged or one that is unproductive. The use of praise to enhance liking is based on its ability to generate affection and in some situations praise does not have to be merited (Cialdini 2001, p.75). The principle of reciprocity stresses on the ability of individuals to repay in kind. This means that one has to give that which he or she desires to receive. This principle therefore emphasizes on the ability of human beings to treat each other in ways that they desire to be treated (Cialdini 2001, p.75). It is synonymous to smiling back at a co-worker who smiles at you. In business, suppliers often apply this principle by showering purchasing departments with gifts during holidays. This according to an interview by purchasing managers in 1996 led to an admission that after the acceptance of gifts from suppliers, they had the will to purchase products and services that they would have declined in normal situations (Cialdini 2001, p.75). The principle of reciprocity allows for the use of gifts as a way of retaining clients. Despite the fact that gifts are a crude method of practicing this principle, it confers a genuine first mover and can be used by managers to foster positive attitudes and help building personal relationships (Cialdini 2001, p.75-76). The principle of social proof stresses on the role of executives in using peer pressure whenever it is available. This is because as social creatures, human beings rely on others on cues on how to feel, act and think. Through this principle, executives are able to understand the efficiency of persuasion when it is generated from the peers. Testimonials from satisfied clients for instance can help in boosting company sales as it will also help in building a pool of prospective customers (Cialdini 2001, p.75). Executives, especially those faced with the challenge of selling new corporate initiatives can successfully make these sales amid numerous opposes is by asking an old timer who has support for the initiative to speak to the opposition. This stands a better chance of convincing the group than a speech from the boss (Cialdini 2001, p.76). The principle of consistency requires that employees be aligned with clear commitments. This is by making such commitments active, voluntary and public. When the executive initiates an idea they have a responsibility of ensuring that their subjects and clients not only like the idea but also have the spirit of commitment towards the requirements of the idea (Cialdini 2001, p.76). A choice made actively is considered as likely to provide a sense of direction for the people concerned rather that the same choice made in an unspoken manner. An executive who wishes to persuade his or her subordinates into following a certain course of action must get their commitments summarized in writing since there is a high likelihood of people living up to that which is written down. In addition, such an executive must realize that written statements possess more power when they are made public as it is one way of swearing some form of allegiance (Cialdini 2001, p.76). The principle of authority requires managers to demonstrate their expertise in certain areas of interest. An experts view on a given topic shifts public opinion and it can be one tool essential in persuading individuals into accepting a given idea. Prior to an exertion of influence, it is the responsibility of the executives to ensure that they establish their own expertise rather than assuming that people will recognize and appreciate their experience. Establishment of authority helps in increasing compliance to an idea (Cialdini 2001, p.76). The principle of scarcity states that individuals often desire that which is in limited supply. In an attempt to persuade individuals, it is the responsibility of the executives to site unique benefits of their ideas. This not only includes what people stand to gain but also that which they stand to lose by failing to act on the available information. The principle of scarcity emphasises that persuasion by exclusivity can be harnessed by any executive who possesses information that is largely unavailable to others (Cialdini 2001, p.77). Conclusion The separate discussion of the six principles and their applications is for the sake of clarity. However, in real life experiences it is important to use them in combination as a way of realizing their impact. In addition, a combination also helps in ensuring legitimate expertise and genuine obligations towards an idea (Cialdini 2001, p.77). Speeding up Team Learning Introduction Cardiac surgery is a miracle testament in the medical filed. The success of this form of technology is based on the expertise of surgical experts who need to work in close cooperation to ensure the success of the operation. Any form of error or miscommunication can result in disastrous consequences (Edmondson et al 2001, p. 5). The level of team work in the surgical team is synonymous to the level of cooperation in businesses. One essential determinant to a team’s success is the ability of all the members to adapt new ways of working (Edmondson et al 2001, p. 5). This includes learning of new technologies and processes that endeavour to improve their performance. The role of team work in ensuring the success of an initiative forms the basis of this paper. Team work in operation Cardiac operation is one way through which the management of any hospital ensures that lives are saved. The surgeons and their assistants often receive support from a professional nurse, anaesthesiologist and a perfusionist. To enable sufficient operation, the cardiac surgery team must have a well-defended sequence of individual duties which encompass some form of routine that allows team members to master their respective roles (Edmondson et al 2001, p. 6). It is important that the chosen team notices the new ways of performing less invasive surgeries as it enables quick recovery of patients. The management of a hospital that adopts and learns new ways has a potential competitive advantage. It is also obvious that individual team members learn new tasks. This is often challenging despite the fact that the major challenge is in the implementation of the new processes in an effective an efficient manner (Edmondson et al 2001, p. 6-7). The process of introducing a new form of technology to aid the existing system can be disruptive to the surgery team. This therefore requires the isolation of the fast factors as a way of ensuring that the new technology is as effective and efficient as initially intended. This is however realized by repeatedly conducting a procedure to ensure that the team gets better at the practice (Edmondson et al 2001, p. 8). In addition, learning also requires that the management conducts an assessment on different teams to find out the reasons for the differences in their pace. This assessment allows different teams to learn from each other to ensure that they acquire knowledge faster than other teams in other hospitals hence an improvement in their competitive advantage (Edmondson et al 2001, p. 8). Every team has a team leader whose responsibility revolves around ensuring an appropriate design of a team for learning. This team must include members with different levels of expertise and experience. The team leader must therefore possess knowledge about different individuals and select on those with desirable specialities as this will ensure that they reap significant benefits. The process of selecting the most appropriate leaders must be collaborative as it ensure that the process is not only founded on competence but also on other aspects such as individual abilities, interest in new and ambiguous circumstances and the confidence they wild in offering appropriate suggestions to their teams members (Edmondson et al 2001, p. 8). The process of creating a learning team requires that the team leaders ensure the creation of an environment of psychological safety. This is because just as in the case of individuals, teams learn through trial and error. This is experimental learning that allows members of a team to assess the best practice that they can use to ensure efficiency and effectiveness. Experimentation is learning through action which provides a platform for real time experiences. It is envisioned as an effective way of learning as it ensures spontaneity in finding solutions to surgical problems (Edmondson et al 2001, p. 8-9). Just like surgical teams, business teams often realize that the introduction of a new technology may disruptive, regardless of industry. During the initial sessions of the implementation process, it is possible that the learning team will encounter challenges (Edmondson et al 2001, p. 10). These challenges are often technical and this means that the teams must develop techniques through which they can use to make appropriate decisions and the best methods to convey information about the decision made. The teams in any organization are always led by individuals chosen due to their expertise and technical abilities in certain areas of interest (Edmondson et al 2001, p. 11). These experts find themselves in positions such as those of cardiac surgeons. It is required that leaders must transform form technical experts into leaders who have the ability of managing teams such that they can become learning units (Edmondson et al 2001, p. 11). Conclusion The roles and responsibilities of a team leader suggest that the executives have a responsibility of ensuring that team leaders are chosen according to their areas of expertise. If the executive views the existing challenges as purely technical, he or she has a responsibility of ensuring that the appointed leader has some form of technical competence. In situations where team leaders are technically incompetent, they will be held responsible not only for poor decision made but also for lack of credibility that is essential in providing appropriate motivation to team members. It is therefore important that the management looks beyond technical management as a way of ensuring that they identify leaders who possess leadership skills and technical expertise. Such individuals will provide the necessary motivation to ensure that all the team members are able to learn the skills and the routines that are considered necessary for the success of an idea. References Cialdini, B, R 2001, Harnessing the Science of Persuasion. Harvard Business Review Publishing Corporation, pp. 74-79. Edmondson, A. Bohmer, R & Pisano, G 2001, Speeding Up Team Learning. Harvard Business Review Publishing Corporation, pp.5-11 Read More