{"id":684,"date":"2024-01-21T19:56:40","date_gmt":"2024-01-21T16:56:40","guid":{"rendered":"https:\/\/egitim.solaunitas.com\/?page_id=684"},"modified":"2026-07-21T10:46:45","modified_gmt":"2026-07-21T07:46:45","slug":"is-yasaminda-iliskisel-psikoloji-etkileme-ve-ikna-sanati","status":"publish","type":"page","link":"https:\/\/egitim.solaunitas.com\/en\/egitimler\/kurumsal-egitimler\/is-yasaminda-iliskisel-psikoloji-etkileme-ve-ikna-sanati\/","title":{"rendered":"\u0130\u015f Ya\u015fam\u0131nda \u0130li\u015fkisel Psikoloji: Etkileme ve \u0130kna Sanat\u0131"},"content":{"rendered":"\t\t
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\u0130\u015f Ya\u015fam\u0131nda \u0130li\u015fkisel Psikoloji: Etkileme ve \u0130kna Sanat\u0131<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Anasayfa<\/a><\/span><\/span><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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\u0130\u015f Ya\u015fam\u0131nda \u0130li\u015fkisel Psikoloji: Etkileme ve \u0130kna Sanat\u0131<\/h1>

Hiyerar\u015fik g\u00fcc\u00fc veya otoriteyi kullanmadan, rasyonel ve psikolojik arg\u00fcmanlarla payda\u015flar\u0131, \u00fcst y\u00f6netimi ve m\u00fc\u015fterileri ortak hedeflere y\u00f6nlendirme sanat\u0131.<\/p><\/header>

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Modern matris organizasyonlarda ve h\u0131zla d\u00f6n\u00fc\u015fen i\u015f d\u00fcnyas\u0131nda bir projeyi hayata ge\u00e7irmek veya fikirleri kabul ettirmek art\u0131k sadece formal hiyerar\u015fiyle m\u00fcmk\u00fcn de\u011fildir. Ger\u00e7ek liderlik ve yetkinlik, otorite kullanmadan etki yaratabilme becerisinde yatar. Bu program; ili\u015fkisel psikolojinin temel ilkelerini, ikna dinami\u011finin bilin\u00e7alt\u0131 kodlar\u0131n\u0131 ve rasyonel retorik ara\u00e7lar\u0131n\u0131 sunarak kat\u0131l\u0131mc\u0131lar\u0131n kurumsal ekosistemdeki etki \u00e7emberini b\u00fcy\u00fctmeyi hedefler.<\/p>

  • E\u011fitim S\u00fcresi:<\/strong> 1 G\u00fcn (veya 2 Yar\u0131m G\u00fcn)<\/li>
  • Hedef Kitle:<\/strong> Matris organizasyonlarda \u00e7al\u0131\u015fanlar, proje liderleri, kilit m\u00fc\u015fteri y\u00f6neticileri (KAM), sat\u0131\u015f ve pazarlama profesyonelleri, departman y\u00f6neticileri ve yetkisiz liderlik \u00fcstlenen t\u00fcm uzmanlar.<\/li>
  • E\u011fitim Y\u00f6ntemi:<\/strong> M\u00fczakere sim\u00fclasyonlar\u0131, Cialdini ikna ilkeleri vaka analizleri, payda\u015f haritalama at\u00f6lyeleri ve interaktif rolobjeksiyon \u00e7al\u0131\u015fmalar\u0131.<\/li><\/ul><\/section>

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    E\u011fitim Mod\u00fclleri<\/h2>
    1. Mod\u00fcl: Yetki Olmadan Etki Yaratman\u0131n Psikolojisi<\/div>
      \u0130li\u015fkisel Sermaye ve Kurumsal G\u00fc\u00e7 Odaklar\u0131<\/div>
      • Formal G\u00fc\u00e7 vs. \u0130li\u015fkisel G\u00fc\u00e7:<\/strong> Hiyerar\u015fik otoriteye dayanmadan insanlar\u0131 harekete ge\u00e7irmenin dinamikleri.<\/li>
      • Payda\u015f Haritalama (Stakeholder Mapping):<\/strong> Kurum i\u00e7i karar al\u0131c\u0131lar\u0131, engelleyicileri ve m\u00fcttefikleri do\u011fru tespit etmek.<\/li>
      • G\u00fcven Mimarisi:<\/strong> Profesyonel ili\u015fkilerde yetkinlik, samimiyet ve tutarl\u0131l\u0131k \u00fczerinden g\u00fcven in\u015fa etmek.<\/li><\/ul><\/li>
      • Mod\u00fcl: \u0130knan\u0131n Bilin\u00e7alt\u0131 Kodlar\u0131 ve Kald\u0131ra\u00e7lar\u0131<\/div>
        Robert Cialdini \u0130lkeleri ve Davran\u0131\u015fsal \u0130ktisat<\/div>
        • 6 Temel \u0130kna \u0130lkesi:<\/strong> Kar\u015f\u0131l\u0131kl\u0131l\u0131k, Be\u011feni, Otorite, Tutarl\u0131l\u0131k, Azl\u0131k ve Sosyal Kan\u0131t prensiplerinin i\u015f d\u00fcnyas\u0131 uygulamalar\u0131.<\/li>
        • Karar Alma Mekanizmalar\u0131:<\/strong> Beynin H\u0131zl\u0131 (Sistem 1) ve Yava\u015f (Sistem 2) d\u00fc\u015f\u00fcnme s\u00fcre\u00e7lerini ikna stratejisine entegre etmek.<\/li>
        • \u00c7er\u00e7eveleme (Framing) Etkisi:<\/strong> Ayn\u0131 fikri veya teklifi kar\u015f\u0131 taraf\u0131n kazanc\u0131na odaklayarak sunma teknikleri.<\/li><\/ul><\/li>
        • Mod\u00fcl: Ki\u015filik Profillerine G\u00f6re \u0130leti\u015fim Esnekli\u011fi<\/div>
          Kar\u015f\u0131 Taraf\u0131n \u0130kna Kodlar\u0131n\u0131 \u00c7\u00f6zmek<\/div>
          • Karar Al\u0131c\u0131 Tipleri:<\/strong> Analitik, S\u00fcr\u00fcc\u00fc, \u0130fadeci ve Canayak\u0131n profillerin davran\u0131\u015fsal \u00f6zellikleri.<\/li>
          • Bukalemun Yakla\u015f\u0131m\u0131:<\/strong> Farkl\u0131 ki\u015filik ve ileti\u015fim tarzlar\u0131na g\u00f6re kendi ikna dilini esnetebilme.<\/li>
          • Duygusal Zeka ve Empati:<\/strong> Kar\u015f\u0131 taraf\u0131n g\u00f6r\u00fcnmeyen ihtiya\u00e7lar\u0131n\u0131, kayg\u0131lar\u0131n\u0131 ve \u00f6nceliklerini okuyabilmek.<\/li><\/ul><\/li>
          • Mod\u00fcl: Retorik, Arg\u00fcmantasyon ve \u0130tiraz Y\u00f6netimi<\/div>
            Fikrini Kabul Ettirme Mimarisi<\/div>
            • Aristoteles\u2019in \u0130kna \u00dc\u00e7geni:<\/strong> Logos (Mant\u0131k), Pathos (Duygu) ve Ethos (Karakter\/G\u00fcven) dengesini kurgulamak.<\/li>
            • \u0130tirazlar\u0131 Kar\u015f\u0131lama Sanat\u0131:<\/strong> Diren\u00e7le kar\u015f\u0131la\u015f\u0131ld\u0131\u011f\u0131nda \u00e7at\u0131\u015fmaya girmeden fikri esnetme ve ortak noktada bulu\u015fma.<\/li>
            • Kazan-Kazan M\u00fczakeresi:<\/strong> \u0130kna s\u00fcrecini bir bask\u0131 arac\u0131 de\u011fil, ortak bir de\u011fer yaratma diyaloguna d\u00f6n\u00fc\u015ft\u00fcrmek.<\/li><\/ul><\/li><\/ol><\/section>

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              Kuruma ve Kat\u0131l\u0131mc\u0131ya Kazan\u0131mlar\u0131<\/h2>
              Geli\u015ftirilen Yetkinlikler (Kat\u0131l\u0131mc\u0131)<\/th>Kurumsal \u00c7\u0131kt\u0131lar (\u015eirket)<\/th><\/tr><\/thead>
              Farkl\u0131 karar al\u0131c\u0131 tiplerine g\u00f6re **ikna ve ileti\u015fim dilini esnetebilme** becerisi.<\/td>Departmanlar aras\u0131 b\u00fcrokrasiden ve ileti\u015fim kopukluklar\u0131ndan do\u011fan **zaman kay\u0131plar\u0131n\u0131n azalmas\u0131**.<\/td><\/tr>
              Bask\u0131 yapmadan, uzun vadeli g\u00fcvene dayal\u0131 **profesyonel ili\u015fkisel sermaye** in\u015fa edebilme.<\/td>Proje onay s\u00fcre\u00e7lerinde, i\u00e7 m\u00fczakerelerde ve m\u00fc\u015fteri g\u00f6r\u00fc\u015fmelerinde **ba\u015far\u0131 oranlar\u0131n\u0131n artmas\u0131**.<\/td><\/tr>
              Fikirlerini ve projelerini \u00fcst y\u00f6netime veya payda\u015flara **daha rasyonel ve etkileyici sunabilme**.<\/td>Hiyerar\u015fiye tak\u0131lmayan, daha esnek, i\u015f birli\u011fine a\u00e7\u0131k ve **\u00e7evik bir organizasyonel iklim**.<\/td><\/tr><\/tbody><\/table><\/section>

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              Neden Sola Unitas?<\/strong>
              \u0130knay\u0131 basit bir “manip\u00fclasyon veya sat\u0131\u015f takti\u011fi” olarak ele alm\u0131yoruz. Dr. Umut K\u0131sa ve Sola Unitas’\u0131n derin ili\u015fkisel psikoloji ve ko\u00e7luk birikimiyle, kurum i\u00e7i ileti\u015fimi etik, sayg\u0131n ve s\u00fcrd\u00fcr\u00fclebilir bir etki modeline d\u00f6n\u00fc\u015ft\u00fcr\u00fcyoruz.<\/blockquote><\/article>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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              \u0130leti\u015fime Ge\u00e7in!<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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