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Governments have never been more keen to leverage information technology for public projects, but their track record isn’t particularly good. 
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The next generation will be the ones to feel the increasing effects of climate change. But how much do they really know about it?After all, it’s one thing to say: yes, I believe in climate change.
Jeremy Pollard's insight:
Ah science. So right on the facts (mostly) yet so EPIC FAIL on the communication to the average person.
What is scary is that Year 10 kids are often as smart as we get.
So if they are struggling, and are closest to thier teachers as guides about the world, it says climate scientists have got some serious telling of the 'stories that count' to get on with.
Proud Dad PostScript - my daughter Georgia graduated with a Science degree, majored in Environmental Science - and has just been accepted to do her Honours on, wait for it: "improving effectiveness of environmental awareness & education by applying advanced principles of influence (aka brain/decision science)"
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Mastery, membership, and meaning are all more important than money.
Jeremy Pollard's insight:
Negotiation is not just haggling over a contract towards the end of deal. It is also the ongoing stakeholder engagement of your team.
And in this piece Rosabeth Moss Kanter nails the risks of most misunderstanding the role of money in team motivation. As well as highlighting the incredible power of an OPI - Opportunity for Positive Impact.
Ask yourself - to what extent do you think customers can tell/feel/experience any difference dealing with your staff when your staff are really, truly engaged - where your staff are swtiched on because of Mastery, Membership & Meaning?
What opportunity cost might you be enduring in your market because your customer balk at paying a premium to do business with you and your team - because your team is not engaged?
Can you name a dozen aspects of working at your company that illustrate Mastery, Membership & Meaning being a concious focus by you and your leadership team?
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It's your potential, not your track record, that really matters.
Jeremy Pollard's insight:
OK - here's another wonderful example of humans being counter-intuitive.
And while the findings are about personal level differentiation, anecdotal feedback from others in the arts, music and restaurant/bar community suggest the principles work for artists, bands and venues as well.
Newness sells, it seems
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The opening scene of the 1999 movie Pushing Tin came to mind recently. The movie tells a fairly unremarkable story of a love triangle in a rather unusual setting-the world of the air traffic controller.
Jeremy Pollard's insight:
Ideas here are also found in top tier Project Management & the few Negotiation & Influence practices that have an end-to-end framework. Like air traffic controllers, the combination of perspective & tools is vital
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Jeremy Pollard's insight:
Marketing is negotiation! What are the needs of the other side? Key is filtering feedback based on old hands Vs new customers
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Meanjin online now! Meanjin is one of the most famous literary magazine in Australia.
Jeremy Pollard's insight:
So, Influence Practitioners - here's the challenge - to practice our craft on something bigger - The Human Race Vs Extinction
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Here’s news that probably won’t shock you: sex is at the top of our unconscious minds. And, when marketers ask us, we won’t come close to admitting it.
Jeremy Pollard's insight:
Attention grabbing headlines in Negotiation ? Never - the real point is actually icebergs. The truths about what people think and act upon Vs what they say. Knowing this in the planning stages is vital.
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A Guide to Overcoming Resistance to Change. Five questions Change Agents use to move people forward.
Jeremy Pollard's insight:
Question 1 is the subject of a great book by Sharon Drew-Morgan 'Dirty Little Secrets' and along with Question 2 are mandatory 'gates' for change
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Stakeholder management is a critical PMO component – perhaps the most critical. One of the best definitions of stakeholder management is “the art and science of constructive relationships”. In fact, the words “constructive” ...
Jeremy Pollard's insight:
A well defined summary - highlighting relationships & connections as the outcome, and proactivity in building this
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By Jack and Suzy WelchWith all the finger-pointing and name-calling going on in Washington these days, it’s hard to believe a delegation of kindergarten teachers from Dubuque hasn’t arrived to put an (The latest from @Jack_Welch: "Schmooze or Lose:...
Jeremy Pollard's insight:
Our ENS clients know all about MEMO - Meet Early, Meet Often. Without it negotiations lock & break, Washington Style
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Progressives have always believed that facts matter and will change minds. Actually, the scientific studies show that polarized minds can not even perceive opposing facts. Worse yet, presenting really good hard evidence to ...
Jeremy Pollard's insight:
Understand, to be understood. I struggle on a daily basis to do this personally, yet it's somehow easier when representing others. #ens
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FAIRFAX DWI LAWYER pursuing the best defense. Criminal attorney highly rated, Northern Virginia Arlington.
Jeremy Pollard's insight:
I was moved by the good heart of this blog post, by an Attorney in a part of the world I may never visit. But for me his observations strike at the heart of influence and persuasion - people 'buy' from people - especially ideas different to those they may currently hold. The simple act of saying hullo to jurors, of having a good heart, where your intent is positive and can be felt - are at the core of a great life, and being a meaningful influence & engagement practitioner
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The story you tell yourself shapes who you are — and what you can do.
Jeremy Pollard's insight:
There's a funny story about a guy who runs out of petrol on a country back road. Remembering a house some distance back, he sets off to see if he can borrow a jerry-can of petrol from the residents. As he trudges along, he imagines the reaction he will get, Fearing the worst, by the time he reaches the front door, he is so convinced they will reject his offer, as the doors swings open he blurts out ' Well keep your darn petrol then"
My wife is fond of prodding me with this story in my negative moods, but it highlights an important principle in negotiation also addressed in this article - how you see yourself, the power you 'claim' - is how others will see you. Don't lose the negotiation woth others by already having negotiated yourself to failure.
You do want the petrol don't you? Really?
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Jeremy Pollard's insight:
A terrific reminder that the underlying currents affecting human behaviour are not always obvious, nor straightforward.
The ENS International Framework for Negotiation & Influence suggests, with disarming simplicity, that success in negotiation relies heavily on the extent to which you understand the needs of the 'other party'
There's a lot more to the ENS framework of course, but this interesting peice from Betty Sue Flowers in booz&co (recently acquired by Deloiite I believe) strategy+business magazine, highlights that this task can often be much more complex than we would hope for.
I'm a great believer in the power of emotions to trigger, but more commonly resist change. And emotions are about beliefs not facts. Which is why logic is often ineffective in Negotiation & Influence (and change generally)
People tend to codify or 'chunk' their beliefs into common memes, or stories - Flowers uses the term Myths, which cheerfully highlights the belief based nature these patterns of thinking(?) rather feeling - all have.
So they exist. They make change, and negotiation, and influence, and engagement 'challenging'.
And as 'labels' for belief frames, do they help us identify them, to better work with and around them? I'm not sure.
For me, I'm not clear how many years of observation (and maybe guidance) might be needed before I'd be as wise as Ms Flowers at spotting them in all their permutations.
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When Greenpeace threatened to boycott Timberland, its CEO saw an opportunity to improve.
Jeremy Pollard's insight:
The ENS Negotiation Framework has "Understanding The Needs Of The Other Party" as a core principle.
Timberland's CEO - the founder's grandson, Jeffery Swartz - outlines here a great example of how another ENS principle - choosing a longer term view or perspective - helped him 'stay the course' around what Greenpeace needed from Timberland, and really think through a very confronting situation.
Ask yourself, what feelings come up for you, reading what he experienced? What is your initial reaction, to being challenged en mass?
Read the story through - how do you feel at the end? How do imagine Jeff Swartz felt? The people at Greenpeace?
Lastly, notice the format used for the article. How does he start? What does he introduce the subject? How does he help us experience what he did? He uses an old, old technique - a vital tool for engagement, and influence. Jeff tells us a story.
He does not drown us in facts, or data. Yet a story has us engaged - and we do end up with: the facts; the sequence of events; the considerations; the actions. But by being engaged through the device of storytelling, we come almost unconciously aware of the information to be understood. Good to remeber in your next negotiation...
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Secrets to complaining effectively, motivating loved ones, and getting what you want without being a jerk.
Jeremy Pollard's insight:
I think this is on of the of the best Intro's or Primers to personal influence I've read. I like that fact that it's fact based, and from a credible source.
But for me, I learn & best remember my lessons when, like this piece, they are delivered with both written and visual humour.
Great to share with fledgling negotiators...
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Most people focus on writing great content. They focus on research and evaluation of their blog posts. They focus on perfection to the maximum because not only are their readers looking for great content, but so is Google.
Jeremy Pollard's insight:
Great points that also apply in Pre-Negotiation & Proposal strategy. Ensure the emotive 'under-the-iceberg' triggers stand out
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Jeremy Pollard's insight:
Strong, and disturbing example of ethically questionable tactics used to counter influence scientific truth & facts
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This week’s Intergovernmental Panel on Climate Change (IPCC) report will be compendious, cautious, thorough and as authoritative as a scientific report can be.
Jeremy Pollard's insight:
This might just be the most significant negotiation ever for the human race. With ourselves, about our planet.
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Guest post by John Carvalho In today’s fragmented marketplace, true brand loyalty seems like a hard thing for companies to acquire and harder still for companies to hang onto. Yet, it’s arguably ever more important.
Jeremy Pollard's insight:
How does consumer oriented research impact B2B Influence & Negotiation ? Easy - emotions, trust, how they are seen by others - all must be planned for in both
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Daily Mail
Jeremy Pollard's insight:
Locking & holding eye contact seems to help - if the other party already agrees with you. But the reverse mau be true if they are not sure or disagree
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If you come up with a new idea, more often than not you'll meet tremendous resistance. So here are some strategies to disarm the idea-killers, neutralize the objections and get your ideas taken seriously.
Jeremy Pollard's insight:
Great beginners tactics - aim high, plan early, "everyone's doing it" - learn more with #ENS
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Progressives have always believed that facts matter and will change minds. Actually, the scientific studies show that polarized minds can not even perceive opposing facts. Worse yet, presenting really good hard evidence to ...
Jeremy Pollard's insight:
"Why is there more power in a question, than a statement?" This one is for you Michael Hudson - founder, ENS International
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“So you want to know how to win every argument? Here's the science that explains why that's easier -- and harder -- than you ever guessed. (Despite absolutely knowing this is correct, I still get into arguments.”
Jeremy Pollard's insight:
Great to keep uncovering more and more research that confirms what ENS International founder Michael Hudson has been saying for over 30 years now "you have to draw people into a different position or perspective"Arguing is the least effective way to create agreement on a point. And the trick to drawing people in lies in the opposite of arguing. Askiing!
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This is one of those articles where the point to be made, or learning, is in the last sentence.
To save your time, here it is now: "When there is a common understanding of success the more likely are successful outcomes"
A great reminder that the ENS principle of 'understanding the needs of both parties' can only be effective, if that understanding is at an appropriate level or perspective
For example, it is very easy - and less experienced vendor sales or project people often do this - to take the clients word for their technical requirements being the sum total of their needs. You could actually reflect back a list of functional requirements, deliver to them to the customer, and still end up with a mess!.
In fact, that's what many procurement people are also trained to manage, because ticking off a feature list is the easiest thing to do.
What is harder - and 'do more with less' cost pressures at the moment mitigate against this - is to think and discuss more broadly "Why" the project is being considered. As this article highlights, the business drivers - if achieved - are what are really needed.
When the negotiation is less about business outomes, and more about procurement feeling they have to keep control of the vendors by 'tick-box' tech features Vs price RFTs - no-one benfits