Key Message: Power is not inherent; it is a perception that exists within individuals.
Historical Example: Teddy Roosevelt
Context: 1912 US Presidential Election.
Challenge: Printed 3 million brochures with unauthorized image rights.
Situation: Photographer Mr. Moffett held rights to the image.
Solution: Campaign team perceived they had power by suggesting Moffett pay them for using his photo. Moffett agreed to pay $250 for the publicity.
Power Dynamics in Negotiations
Illustrative Story: Snack bar owner Giovanni and his perceived power.
Giovanni has power over the speaker when the pizza recipe is needed.
Perception changes based on the situation and the individual's needs.
Examples of Perceived Power
Parent-Child Relationship: Giovanni's son, Mario.
As a child, Mario perceives Giovanni as very powerful.
As an adult, the perception of power decreases.
Student-Teacher Dynamic:
Varied perceptions among students based on individual backgrounds and situations.
CEO vs. Public Perception:
Power is often perceived differently by onlookers vs. employees.
Extreme Example: Jim Stockdale
Context: US soldier captured during Vietnam War.
Action: Injured himself to avoid being used in a propaganda film.
Outcome: Regained personal power and confidence.
Modern Example: US Senator
Situation: Faced with an armed robber.
Action: Used reverse psychology to defuse the situation.
Key Lessons in Negotiation Power
True Power: Exists in perception, not in reality.
Negotiation Tip: Before negotiation, assess the worst-case scenario realistically.
Common Misconception: Even those perceived as powerful (e.g., CEOs, big bosses) often feel powerless due to their contexts.
Conclusion
Final Thought: In any negotiation, there is no real power, just the perception of it. Individuals have the power within themselves to change the dynamics.
Encouragement: Approach negotiations with confidence, understanding that power perceptions can be managed and altered.
Closing
Speaker's Wish: Successful negotiations for all participants.