Conflict Management-Negotiation Skills

Conflict Management-Negotiation Skills

Effective negotiation is an essential skill that rests on the five fundamental principles
of:
• Being hard on the problem and soft on the person
• Focusing on needs, not positions
• Emphasizing common ground
• Being inventive about options
• Making clear agreements

Managing persons must consider not only their needs but also those of others. They should
consider outcomes that would address more of what both the contending parties want.
They should commit themselves to a win-win approach, even if tactics used by the
other person seem unfair. They should be clear that their task would be to steer the
negotiation in a positive direction.

To do so you may need to do some of the following:

• Reframe: Ask a question to reframe the same. (e.g. “If we succeed in resolving
this problem, what differences would you notice?” Request them to repeat to
check what they understood. (“Please tell me what you heard me/ them saying.”)
Request something s/he said to be re-stated more positively, or as an “I”
statement. Re-interpret an attack on the person as an attack on the issue.
• Respond but do not react:
• Manage your emotions.
• Let some accusations, attacks, threats or ultimatums pass.
• Make it possible for the other party to back down without feeling
humiliated (e.g. by identifying changed circumstances which could justify
a changed position on the issue.)

· Re-focus on the issue: Maintain the relationship and try to resolve the issue.
(e.g. “What’s fair for both of us?” Summarise how far you’ve got. Review common
ground and agreement so far. Focus on being partners solving the problem, not
opponents. Divide the issue into parts. Address a less difficult aspect when
stuck. Explore best and worst alternatives to negotiating an acceptable agreement between you.

· Identify unfair tactics: Name the behavior as a tactic. Address the motive for
using the tactic. Change the physical circumstances. Have a break. Change
locations, seating arrangements etc. Go into smaller groups. Meet privately.
Call for meeting to end now and resume later, perhaps “to give an opportunity
for reflection”.

Conflict Management Skills-Cooperative Power

Conflict Management Skills-Cooperative Power

Managing individuals can anticipate conflict and solve smoldering conflicts, involving
all stakeholders in the decision-making. They come up with solutions that address
everyone’s interests and are mutually beneficial. This approach to dealing with conflict
is characterized by the use of joint problem-solving techniques, respectful
communication and the pursuit of win-win solutions.

Cooperative management mechanisms can reduce conflict potential by:

• providing a forum for joint negotiations, thus ensuring that all existing and
potentially conflicting interests are taken into account during decision making;

• considering different perspectives and interests to reveal new management
options and offer win-win solutions;

• building trust and confidence through collaboration and joint fact-finding; and

• making decisions that are much more likely to be accepted by all stakeholders,
even if consensus cannot be reached.

When faced with a statement that has potential to create conflict, managers must ask
open questions to re frame resistance. They should explore the difficulties and then redirect
discussion to focus on positive possibilities.

Conflict-Management Skills-Managing Emotions

Conflict-Management Skills-Managing Emotions

Emotions are psychological feelings that people have that usually result from, and contribute to, a conflict. Examples are anger, shame, fear, distrust, and a sense of powerlessness.

These emotions often mask the substantive issue of conflict. If emotions are effectively

managed, they can become a resource for effective conflict resolution. If they are not

effectively managed, however, they can intensify a conflict, heightening tensions and making the situation more difficult to resolve. Individuals must not let their feelings and emotions impact how they deal with a conflict.  The following techniques for managing emotions:

• Recognize and understand your own emotions as well as your opponents’. For

instance, is your opponent angry, or just excited? Are you slightly worried, or

profoundly afraid?

• Determine the source of the feelings. Are your (or your opponent’s) emotional

responses to one issue being caused by your (or their) response to another issue?

Is your (or their) anger or distrust caused by a bad experience in the past, rather

than something that is occurring now?

• Talk about feelings—yours and your opponents’. Don’t suppress them, or deny

them—acknowledge them and deal with them directly.

• Express your own feelings in a non-confrontational way. This can be done, for

example, by using I-messages, where you say “I feel angry because. . .” rather than

“You made me angry by. . .” The first approach explains your feelings without

accusing anyone else, while the second focuses blame on the opponent who is

likely to become hostile or defensive in response.

• Acknowledge your opponents’ feelings as legitimate. Although you may feel

differently about a situation, your opponents’ feelings are real, and denying their

existence or validity is just likely to intensify those feelings. Allowing them to be

expressed and recognized helps them release those feelings so that you can move

on to deal with the substantive issues in dispute.

• Do not react emotionally to emotional outbursts. You should acknowledge the

outburst with active listening (which shows that you understand the strength of the

speaker’s feelings), but you should not react emotionally yourself, as that will likely

escalate the emotions and the conflict as a whole. If you are having trouble staying

calm, temporarily leave the room.

• Use symbolic gestures. Gestures such as apologies, sympathy notes, shared meals,

or even handshakes can be very useful in expressing respect and defusing negative

emotions at little cost.

Conflict-Management Skills - Assertiveness

Conflict-Management Skills - Assertiveness

People basically fall into one of the three types of personalities - passive, aggressive
and assertive.

• Passive Personalities – These people rarely get involved, do not often
complain and frequently exhibit submissive non-verbal communication. This
non-verbal communication is demonstrated by the individual talking in a soft
voice, having speech hesitation, and lack of eye contact. They usually appear
happy in their jobs, but when pushed to the limit their thoughts and emotions
can erupt in unpredictable ways.

• Aggressive Personalities – Aggressive persons have strong opinions and
ideas and are not afraid to express their ideas at the expense of others. They
seem like they have a chip on their shoulder and are seen as overbearing and
sarcastic….sometimes even rude.

• Assertive Personalities – People who are assertive stand up for themselves,
express needs or concerns in direct appropriate ways, and always respect the
rights of others. They use open body language, maintain eye contact, and are
not afraid to ask why.

Being assertive helps individuals:
1. reduce stress for them and for those who work with them
2. resolve problems more quickly
3. increase productivity
4. express what they want
5. sort out the relevant and the irrelevant things

If there are two individuals with similar skill sets and experience, it is likely to be the
more assertive one who is successful. While some  individuals are naturally more
assertive than others, it is possible to learn assertive behaviour which in turn will ensure
you are in the frame for new roles and opportunities.

Conflict Resolution – The Five ‘A’s Technique

Conflict Management: A Communication Skills Approach

Conflict Resolution – The Five ‘A’s Technique

The ultimate purpose of conflict-management is to minimize the incidence of

dysfunctional conflict by mutually satisfying outcomes that help a team, group or

organization function more effectively and achieve stated goals. Hence, individuals must

find a workable solution to workplace conflict to avoid conflict where possible and

organizing to resolve conflict where it does happen, as rapidly and smoothly as possible.

 the following five steps as the “five A’s” of conflict management: assessment, acknowledgement, attitude, action, and analysis.

1. Assessment: Conflict assessment is the first stage in the process of conflict management

and resolution. Conflict assessment is the process of systematic

collection of information about the dynamics of a conflict taken up to enable the

contending parties gain a deeper understanding of the nature and consequences

of the conflict. The assessment maps the conflict, and then uses it as an evaluation

tool to determine whether or not there is a reasonable possibility for initiating an

intervention process to manage or resolve the dispute.

2. Acknowledgement: The acknowledgement step involves each party hearing

out the other party’s viewpoint and thus allows both the contending parties to

build the empathy needed to reach an amicable and mutually agreeable solution

to the problem. The acknowledgement stage is also to demonstrate that each

of the parties understands - without necessarily agreeing with - the other party’s

position. Acknowledgement goes beyond merely responding to what is said;

however, it involves actively encouraging the other party to openly communicate

its concerns.

3. Attitude: The attitude step tries to eliminate the foundation for pseudo-conflict.

In the attitude step, one analyzes potentially problematic variations in styles of

writing, speaking, and non-verbal mannerisms. Such differences may blur

meanings. It is the role of the effective conflict participant to maintain an open

mind toward all parties involved.

4. Action: The action step involves the implementation of the chosen conflicthandling

mode. The concerns and interests of the contending parties are

solicited, a mutually acceptable solution is arrived at and an environment of

trust is created for conflict resolution.

5. Analysis: This is the final step in the conflict-management and resolution

process wherein the participants decide on what they will do, and then

summarize and review what they have agreed upon. The analysis stage initiates

the impetus for approaching conflict-management as an ongoing process.

Analysis also enables participants to monitor both the results of the conflict

resolution.

Conflict Resolution Skills

Conflict Resolution Skills

Occasionally as a leader in an organization or a family you will be in a position where you will
need to deal with conflict between two or more people. When that occurs, you will
need some skills/knowledge to deal with it effectively. Below are a few simple ideas.

• Do not take sides.
• Do not allow yourself to become emotionally involved.
• Assume from the beginning that all participants have legitimate positions.
• Listen quietly no matter how unreasonable or violent the remarks are.
• Judging is not your task — the listener’s role is not that of reformer, so
avoid “I’m right, you’re wrong”.
• Allow all expression and emotions to be voiced without any interference
or negative reaction on the listener’s part.
• Listen with all your senses to understand whether a person is really conveying
one message but meaning to convey something else.
• Avoid interrupting or arguing.
• Remember the importance of individual differences.
• Be wary of telling your own personal experiences or using yourself as an
example — listen instead.
• Being told “everyone feels that way” makes it seem that you think this
“immediate and crucial catastrophic predicament” is rather common and
insignificant.
• Be aware of your biases and/or prejudices in relating to groups or individuals
whose personalities may clash with your own.
• If the participants can’t possibly talk with each other, have them talk separately
with you.
• Don’t be afraid to clarify a point:

Causes of Workplace Conflicts-Interpersonal Factors

Causes of Workplace Conflicts-Interpersonal Factors

The Interpersonal Factors include –

• Lack of common understanding: Differences in perceptions about specific
situations, decisions made and actions taken may cause dissonance and
conflicts among the people in the organization.

• Personality Clash: A personality conflict results when two people simply do
not get along or do not view things similarly. Personality tensions are caused by
differences in personality, attitudes, values, and beliefs.

• Status Differences: Power and status conflict may occur when one individual
has questionable influence over another. People might engage in conflict to
increase their power or status in an organization.

• Goal Differences: Conflict may occur because people are pursuing different
goals. Goal conflicts in individual work units are a natural part of any organization.

Communication Breakdown: Communication process tends to get distorted due to
stylistic differences - speaking styles, writing styles, and non-verbal communication
styles. Faulty communication leads to misconceptions and misunderstandings that can
lead to long-standing conflict.

Causes of Workplace Conflicts

Causes of Workplace Conflicts

Understanding how conflicts arise at workplace can enable individuals in anticipating
situations that may eventually snowball into huge crises. While it appears that anything
can trigger off a conflict at the workplace, conflict typically stems from a limited number
of causes – organizational factors and interpersonal factors.

The Organizational Factors include –

• Organizational Change: Organizational change may entail loss of control,
feeling of uncertainty, sense of insecurity and concern about coping with new
job demands. Naturally, resistance to change should not only be anticipated,
but it should be expected. The result is the rise of a conflict.

• Diverse Employee Groups: Conflicts are also common in organizations with
a large number of employees who differ in terms of gender, religion, language,
ethnicity and economic status. They serve as rallying points for people to come
together and form informal cliques. Informal groups are often a breeding source
of conflicts.

• Strategic / operational disagreement: Conflict may occur when there is an
inherent disagreement between an organization’s mission or the objectives and
strategies employed to accomplish that mission. Conflict may also arise when
there is dissonance about the kind of processes to be employed for attaining
the objectives.

• Competition between groups: Interpersonal and interdepartmental conflict
may arise as a result of the various groups competing with each other over
sharing of an organization’s resources - time, money, space, materials and
equipment

• Unreasonable workloads/ standards: If the people in an organization are
asked to do more work than what is reasonably possible, it may result in
frustration, eventually culminating into interpersonal or inter-departmental
conflicts.

Simple Procedures for resolving conflicts in work place

 Simple Procedures for resolving conflicts in work place

Increase knowledge Increased awareness and training of conflicts and conflict
resolution strategies among the employees through workshops is the first and the
most crucial step.

• Acknowledge conflict honestly Conflict exists in many human interactions.
Discussing the subject at staff meetings and empowering subordinates to use
creative ways to address conflict encourages them to learn resolution strategies.

• Develop sensitivity to chronic employee conflict Look for major changes in
employee behaviors. Be alert to passive-aggressive behaviors such as withholding
important information, chronic oppositional attitudes, chronic tardiness and
resistance to firm commitments. Note body language when employees interact,
especially in tense situations.

Establish standard procedures for resolving conflicts With training, individuals can
learn how to act as arbitrators or mediators. The manager’s role in conflict-resolution
requires a delicate balance. Consciously creating an environment that allows open and
constructive exploration of conflict issues will empower and encourage employees to resolve
disputes themselves, or with minimal management intervention.

Positive-Sum, Negative Sum and Zero-Sum Situations

Positive-Sum, Negative Sum and Zero-Sum Situations

Based on the outcomes of a dispute or negotiation, conflicting situations can also be
classified as zero-sum, positive-sum and negative-sum conflicts.

In a zero-sum situation, it is inevitable that if one party gains some advantage, the
other party suffers a corresponding loss. These situations arise when a “fixed pie” is
to be distributed between two parties. For example, if there is only one job with two
people vying for it, one person will get it and the other person will not. One job won and
one job lost equals zero. The gains and losses add up to zero.

In positive-sum situations, gain for one party does not necessarily mean a corresponding
loss to the other party. There is additional sum available to be distributed
between the contending parties and gain for one person or party by the equivalent
additional sum does not mean a corresponding loss to other contending person or
party. The gains and losses add up to greater than zero.

Negative-sum situations are characterized by a shrinking pie. There are no gains to
be distributed but only losses to be reduced. If the actual loss is less than the expected
loss, the differential is treated as a gain. If a department is expecting a 10% cut in the
budgetary allocation but if the actual cut is only 5%, the gain to the department is 5%.

Functional & Dysfunctional Conflicts

Functional & Dysfunctional Conflicts

Sometimes a conflict can act as a positive force within an organization, while at other
times it can act as a negative force. Accordingly, conflicts are classified as Functional
and Dysfunctional. Functional conflict acts as a positive force that is the occurrence
and resolution of conflict may stimulate the organization to constructive problem-solving.

It may also lead people to look for ways of productively altering how they do things.
The conflict-resolution process can ultimately be a stimulus for positive change within
an organization

Dysfunctional conflict acts as a negative force, that is, the occurrence and resolution
of conflict may result in digression of efforts from goal attainment and result in
squandering of productive resources of the organization. Conflicting workplace ideas,
attitudes and actions may lead to anger, tension, and anxiety. Deep hostilities and
lasting conflicts may eventually lead to violent behavior between employees.

Therefore, it would only be fair to say that conflict may sometimes be advantageous
and at other times destructive. Workplace persons must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction).

Conflict Levels

Conflict Levels

Based on the level of intensity or emotional response it provokes, conflicts can be
classified as – Discomforts, Incidents, Misunderstandings, Tension, Huge Crisis

• Discomfort: The conflict has not yet clearly manifested itself, but has declared
its onset with palpable signs of discomfort. One does not feel comfortable about
a situation, but is not quite sure why? It is difficult to identify precisely what the
problem is.

• Incidents: A short, sharp exchange has occurred without any lasting internal
reaction. Some unpleasant incident has occurred between people that has left
one upset or irritated.

• Misunderstandings: Here motives and facts are often confused or
misperceived. Thoughts keep returning frequently toward the problem.

• Tension: Here relationships are weighed down by negative attitudes and fixed
opinions. The way one feels about and regards the other person/s has significantly
changed for the worse. The relationship is a constant source or worry
and concern.

• Crisis: Behavior is affected, normal functioning becomes difficult, extreme
gestures are contemplated or executed. One is dealing with a major event like
a possible rupture in a relationship which entails grave consequences.

Conflict Cycle

 Conflict Cycle 

A conflict is not a static situation, but a dynamic one. It is a process, taking time to
evolve. The intensity level differs over the life-cycle of a conflict. An appreciation of the
conflict cycle is essential on the part of a person, to understand how, where and when
to apply different and appropriate strategies and measures of conflict management.

• Life-cycle 1. Beginning: A conflict begins to take form as the differences
surface between the conflicting parties, and people begin to take sides. There
is clear delineation of people in terms of ‘us’ and ‘them’.

• Life-cycle 2. Early growth: The conflicting parties express their hostility openly.
Each side increases its demands, and its sense of grievance swells. Each side
looks for allies and seeks their moral support.

• Life-cycle 3. Deadlock: Each of the conflicting parties regards itself as having
a just cause and it could lead to two possible situations: (a) a stalemate causing
hurt or loss to one party or (b) ‘a mutually-hurting stalemate’ caused by exhaustion
of strength and resources on the part of both the parties.

• Life-cycle 4. Looking for a way out: When the conflict reaches a stage where
both parties suffer losses, they look for a way out of the impasse. This may
necessitate mediation and arbitration by a third party.

• Life-cycle 5. Settling the dispute or resolving the conflict? Settlement
implies a compromise or temporary truce by both the parties over the dispute.
But, seldom does it lead to a solution in which the two parties can collaborate
resolving the conflict. Conflict resolution, on the other hand, looks at the
underlying causes of the conflict and deals with them, so that the conflict does
not recur in future.

CONFLICT-Nature & Structure

CONFLICT-Nature & Structure

A conflict has characteristics of its own, and it is possible to analyze its structure and
behavior. A simple model to easily understand the structure of conflicts is provided by
C.R.Mitchell in his book “The Structure of International Conflict.” Though the model
was created to describe political and military conflicts in an international scenario, it is
also equally well applicable to the complex conflict situations between individuals in
an office or organizational environment.
According to C.R.Mitchell, conflict structure consists of three parts: attitudes, behavior
and situations and the interaction among these three parts create conflicts between
individuals or groups.


According to Mitchell:

1. The situation impacts behavior – failure to reach targeted goals creates
frustration and prompts people to strive to reach those goals.

2. The situation impacts attitudes – incompatible goals increase the suspicion
and distrust between the people.

3. Behavior impacts the situation – success can introduce new questions in the
conflict as demands increases.

4. Behavior impacts attitudes – destruction increases hatred, success can impact
the group solidarity and the notion of “us”.

5. Attitudes impact behavior – expectations such as “our traditional enemies will
attack again” will impact the defensive planning and preventive actions.

6. Attitudes impact the situation – the longer the conflict continues, more questions
will be introduced.

Mitchell contends that conflicts are caused by mixed-motive relationships where both
the involved parties have cooperative and competitive goals. The competitive element
creates conflict and the cooperative element creates incentives to negotiate an
agreement.

concepts of conflict resolution, conflict management and conflict prevention.

concepts of conflict resolution, conflict management and conflictprevention.

1. Conflict Resolution means eliminating the conflict by arriving at a mutually
beneficial outcome. In other words, conflict resolution refers to the resolution of
the underlying causes of conflict and mutual acceptance of each of the contending
parties.
2. Conflict Management means limitation or mitigation of a conflict, without
necessarily solving it, so that the work-process is not disrupted.
3. Conflict Prevention implies anticipation of a possible conflict and taking
measures beforehand to ensure that the conflict does not arise.

When conflict is understood, it is easier to find ways to predict it, prevent it, transform
it and resolve it. People must consider the work environment and anticipate possible
conflicts that are likely to arise in the workplace to take timely corrective actions
beforehand and to transform these conflict situations into opportunities for positive
outcomes. They should ask themselves and reflect on:

• What are the key sources and areas of conflict in the workplace?
• When do they generally tend to occur?
• How do people respond to the conflicts as they arise?
• Are there certain factors in the environment that make problems worse,
especially at times of conflict?
• Does the office provide channels for expressing normal problems and concerns?
When they solve problems, do they do so for the moment, or do they put in place
systems for addressing these types of problems if they recur?

Conflict Management as a tool

Conflict Management as a tool

Understanding a Conflict

What is a conflict?
A conflict is the expression of disagreement between individuals or
groups that differ in attitudes, beliefs, values or needs, through which the parties involved
perceive a threat to their needs, interests or concerns. It can also originate from past
rivalries and personality differences. Other causes of conflict include trying to negotiate
before the timing is right or at a time before the needed information is available.
From the above definition, it is obvious that a conflict has the following components:

• A conflict is more than just a disagreement. It is a situation in which people
perceive a threat (physical, emotional, power, status, etc.) to their well-being

• A conflict is caused by the differences and clash of personalities – attitudes,
beliefs, values and needs.

• A conflict arises when people try to make others change their actions or to gain
an unfair advantage.

• A conflict arises when one party refuses to accept the fact that the other party
holds something as a value rather than a preference.

• Participants in conflicts tend to respond on the basis of their perceptions of the
situation, rather than an objective review of it.

• Creative problem-solving strategies are essential to positive approaches to
conflict management.

Ten Tips to Effectively Influence Others

Ten Tips to Effectively Influence Others

(Source: Lynda L. Fudold, Advanced Communications Group)


1) Set an outcome for what the other person will do, if you are successful in
influencing him/her.
a) Flush out in detail what would really be ideal for you - even if you think there’s no way
that ideal is possible. At a minimum you’ll know your own goals, and you are likely to
get closer to them than you think.

b) Consider the other person’s outcome(s). Are there ways you can include their goals
in your proposal? What are the benefits and costs to him/her in doing what you want?
Are there ways to enhance his/her benefits and/or lessen his/her costs that could still
get you what you want?

2) Aim high when you make the first suggestion(s). Suggesting that he/she does
even more than you might really want gives you room to lessen your suggestions, and
makes it more likely you’ll get closer to what you really want in the final agreement.

3) Be congruent, and confident as you communicate. Other people usually notice
(not always consciously) your body language and voice tone, so if you’re uncertain in
making suggestions, it’s likely that will come across.

In other words, be as certain of yourself and your suggestions as you can possibly be.
This doesn’t mean you need to be demanding or argumentative. It does mean that you
present your position and/or requests as if you are certain that this is what you want. A
quiet, solid, clear confidence is often your best attitude.

4) Consider your long-term relationship with this person or people.
What impact will the results of this interaction have over time? What will your relationship
with him/her be if your suggestions are implemented? What will it be like if the
suggestions are not implemented?

5) Begin where they are, that is, acknowledging that they have a particular
perspective that makes sense for them. This is best done by considering their
mood and/or attitude, as well as the particular position he/she may have at the beginning
of the discussion.

6) Consider the larger context. What factors might make it difficult for the person
to do what you want? Can you develop some ideas that would minimize these
difficulties, or better yet, turn them into advantages for him/her?

7) What might you be able to give the person ‘no strings attached’? This can be
information, and need not be anything physical (such as a gift). Giving something can
be a good move towards developing a favorable context, a move inviting reciprocity
but be perfectly willing to have your ‘gift’ taken, without expecting anything back. So, it
needs to be something you can give freely.

8) Be clear on what you would get if this person agreed to your request. That is,
what would you benefit of influencing them so that you get your outcome?
One way to determine your benefits is to ask yourself “What would have this done for
me?” When you get the first answer, ask yourself the same question about that answer.
You may determine a wider range of options that would satisfy you. This gives you
more flexibility in making suggestions and/or requests from the person.

9) Are there any changes you could make to the environment that would make
it more likely for the person to agree to your request?
This is intended as a thought provoking question, i.e. to get you to think about factors
you might not ordinarily consider. For instance, there’s some evidence that people are
more likely to accommodate requests when they are eating (associating a pleasant
activity with your request). Hence the number of business deals that are completed
over lunch.

Another environmental factor when influencing someone is to consider whether to
discuss an issue on the phone, in person, or by e-mail. In many cases, you will get a
very different response to the same request, depending on how it is made.
Thinking of the environment in a slightly broader sense, for instance, could you,
persuade a colleague of the person to, say, be more cooperative. Perhaps this
increased cooperation would make it easier for the person to take your suggestions.

10) It goes without saying, of course, that when you are successful in
influencing, you’ll certainly live up to the agreements that you’ve made - both
during and after the ‘influence time’. These agreements should be implemented as the
other person understands them. This requires you to verify that your communication
has been understood in the same way you intended it.

The benefit to you is a long-term business relationship, in which you have established
your reliability and in which you request the same. Atmospheres in which you trust one
another makes better business sense for all.

A person may use this as a checklist before an attempt to influence some one else,
decide to go through the list and choose which would be the most useful in a particular
situation, or use it as a test of which items could be missing from an ongoing attempt
at influence.

Seven Levers to Change People’s Minds

Seven Levers to Change People’s Minds

• What does it take to change one’s mind?
• How do we change our minds?
• What happens when we change our minds?

Howard Gardner (“Changing Minds: The Art and Science of Changing Our Own and
Other People’s Minds”) says the first step toward changing a person’s mind is no
surprise: “Know thine audience.” The tactics individual use to influence their senior
 individuals should be different from those he/she uses to persuade a large group of
people. Age is another factor to consider. Gardner says, “As you age, the neural
networks become like a road that has been driven down over and over again. There
are deep ruts.”

Beliefs also become deeply ingrained and reinforced over time; the longer people
believe something, the better they get at deflecting counterarguments.
Gardner has identified seven factors—he calls them levers—that are effective in
influencing a person to change his mind:

1. Reason: Reasoning involves logical outlining the pros and cons of a decision.
• The use of reason figures heavily in matters of belief
• Especially useful for educated people
• Uses rational approach in identifying and weighing relevant factors
• Often involves sheer logic, use of analogies etc.,
• Pareto’s 80/20 principle holds relevance (According to Pareto Principle
one can in general accomplish most (perhaps up to 80%) with a relatively
modest amount of effort (perhaps up 20%)

2. Research: It involves presenting data and relevant cases to support the
argument.
• Useful especially for educated people with scientific temperament
• Can proceed in systematic manner – even with statistics – to verify
trends
• 80/20 principle will guide behavior and thought

3. Resonance: It involves using ones like ability and emotional appeal to win
support for ones argument.
• A view, idea or perspective resonates if it feels right.
• Resonance appeals to the affective component of the human brain –
not cognitive component
• Fit occurs at the subconscious level, and may conflict with reason
• Fit occurs if one feels ‘relation’ to the mind changer (i.e., ‘reliable’,
‘respects’ etc.)
• 80/20 fully applies here

4. Representational Re-descriptions: It is making a point in many different ways
- using humour, stories and pictures; acting out a scenario.
• A change of mind becomes convincing if it lends itself to
representation in different forms
• Especially true, if forms reinforce each other
• 80/20 principle is less applicable here

5. Resources and Rewards: It is one using rewards or punishments as incentives
to convince someone to adopt his/her viewpoint
• Mind changing is more likely to occur when considerable resources
can be drawn on
• The provision of resources is an instance of positive reinforcement
• 80/20 principle is fully applicable here

6. Real World Events: Using events from the society to make one’s point
• A major event, like, September 11 terrorists’ attack on twin-towers in
US, tsunami or earthquake may drastically change one’s mind.
• Events would push people towards adopting the 80/20 principle from
a conventional 50/50 principle

7. Resistance: People have a tendency to develop strong views that are resistant
and revert to 50/50 principle

• One has to understand the factors that cause people to reject a
particular point of view. Such insights can make it easier for one to
change his/her mindset.