Noa Sheer

Let's start there now.

Let's try and make a deal.

So you might threaten or you might show that the other person really doesn't have a choice in the matter.

I have the authority to force you to do whatever it is that I want you to do.

uh disruption like the strike perfect and if you don't have that then maybe that's not the right strategy exactly exactly so the power in that approach comes from being able to either enforce the the threat that you're talking about um for example if i say to my child you know if you don't eat your greens there's no tv but then i give in and give them tv then there's no more

I have no more leverage in future negotiations, right?

If a union says we will strike and then management comes back with, oh, you don't have your constituency behind you, then it's never going to work.

If you have an alternative, what we call a BATNA, that is an acronym, a terrible acronym, best alternative to the negotiated agreement.

So basically just a plan B.

I don't need you.

And that's fine.

You have no power over me.

So the power approach is basically about the balance of power, how much leverage I have to get what I want from you.

The second approach is the rights-based approach, where you get someone to comply with you by showing them that you are in the right and they are in the wrong, or you are deserving.

And you might appeal to something that is completely neutral, that we both accept.

For example, here are the KPIs, or here are the standards, the criteria, according to that.

I've met all of them, tick, tick, tick.

Here's the evidence.

You know, I've done this, I've done this with

And people do this, especially in New Zealand and in Australia.