Influence Strategies Flashcards
Negotiation
mutual decision-making process in which two or more parties make mutual agreements
Distributive
win/lose | maximize gains | claim value from fixed pie
Integrative
win/win | maximize joint gains | create value from expandable pie (i.e. Pixar merging with Disney)
Influence Tactics
Rational Persuasion – make logical arguments (effective)
Consultation – ask for others ideas (effective)
Inspiration Appeals – appeal to values/ideals/emotions (effective)
Collaboration – offer to help others if they help you (effective)
Pressure – demand/threaten/remind constantly (bad)
Apprising – explain how involvement will benefit them
Ingratiation – praise & flatter to influence
Exchange – trade/offer something they want
Personal Appeals – ask for a personal favor
Legitimizing – seek to establish legitimacy through authority
Coalition – enlist support of others to influence another
Six Principles of Persuasion: The Uses (and Abuses) of Influence” by Robert Cialdini (2007)
Liking – people are more likely to help those they like/feel similar to
Reciprocity – people are more likely to return favors
Social proof – people will do what they see others doing
Commitment and consistency – committing in public = more likely to do
Authority – people respect those who have authority / expertise
Scarcity – people value resources that are scarce
“In Praise of the Incomplete Leader” by Deborah Ancona and colleagues
Key messages:
What is an “incomplete leader?” – cannot do everything (no one can)
Why must leaders recognize and understand their weaknesses?
Engage in Sensemaking
Understanding the context in which a company and its people operate
Get data from multiple sources, involve others
Build Relationships
Create and maintain relations within and across organization
Spend time trying to understand others, encourage other opinions
Create a Vision
Create a compelling picture of the future
Use images/metaphors, choose something that inspires you
Cultivate Inventiveness
Develop new ways to achieve the vision
Don’t assume the past is right, experiment
Weak Sensemaking
You feel you are always right and others are often wrong
When things change, you feel it is not the way it should be
You are often blind sighted by changes in your organization
Weak Relating
You blame others for failed projects
You feel others are constantly letting you down / not living up to your expectations
You find your work interactions unpleasant or frustrating
Weak Visioning
Can’t remember the last time you were excited about work
Often wonder “Why are we doing this” or “Does this matter”
You feel as though you’re just putting out small fires
Weak Inventing
Your organization’s vision seems abstract
There is no clear connection between vision and your daily work
You find that things tend to revert to business as usual
