Day 3 AM Objectives

1. Day 3 AM Objectives • Why talk about this topic – necessity of building important relationships • Determine organizational power structure and flows • Distinguish between decision makers and influencers • Gain/maintain enthusiastic support from sponsors/influencers • Stakeholder buy-in • Examine models and factors that define and influence ethical behavior

2. Use Commitment and Consistency to Build Long-term Relationships • Trust • Clarifying & communicating values • Building relationships • Expertise • Technical competence • Organizational knowledge • Industrial knowledge Credibility Trust Expertise

3. Values Effects on Leaders • Perceptions • situations and problems • individuals and groups • individual and organizational successes • the manner in which successes are to be achieved • Solutions and decisions • Basis for differentiation between right and wrong • Extent to which leaders accept or reject organizational pressures and goals

4. Machiavellianism • Nicolo Machiavelli (1469 - 1527) • Caesare Borgia, model prince • The Prince • Written 1513; published posthumously • Condemned by Pope Clement VIII • Strong indigenous governments to repel influence of foreign countries • Focus on the practical problems associated with staying in power • Ends justify the means

5. Provocative • “Strong, ruthless, and cynical leadership is required of the prince because people are completely and inherently self-interested and self-serving.” • “Political calculation is required to control events rather than be victimized by them.” • “Whatever the leader does to strengthen and preserve the state is good.” • “The prince, in order to retain his fidelity ought to think of his minister, honoring and enriching him, doing him kindnesses, and conferring on him honours and giving him responsible tasks, so that the great honours and riches bestowed on him cause him not to desire other honours and riches, and the offices he holds make him fearful of changes.”

6. Christie & Geis, Mach IV • High Machs • win more • are persuaded less; persuade others more • differ significantly from low Machs when • subjects interact with others • the situation provides latitude for improvisation and the subject must initiate responses as he can or will • affective involvement with details irrelevant to winning distract Low Machs • deceive, bluff, manipulate in the face of competition & uncertainty

7. 6 Ways to Make People Like YouDale Carnegie • Become genuinely interested in other people. • Smile. • Remember the person’s name. • Listen. Encourage others to talk about themselves. • Talk in terms of the other person’s interests. • Make the other person feel important, sincerely. How Machiavellian was Dale Carnegie?

8. 19 Systems Engineering Students Fall 2003 Norm Class Average

9. Definitions • Ethics • principles of right conduct or a system of moral values • Values • generalized behaviors or states of affairs considered to be important • Attitudes • feelings about objects, issues, or people • generalize & enduring • positive or negative

10. Moral Reasoning • Thought processes • Developmental Stages • Preconventional • Conventional • Postconventional

11. Moral Reasoning (Kohlberg 1984) Postcon-ventional Conventional Precon-ventional

12. Preconventional

13. Conventional

14. Postconventional

15. Theory of Identity Development Robert Kegan *Stages of how we construct (understand) reality

16. Right vs. Right Choices The Second Choice Asks a Hard Question The SMN Corporation has enjoyed a great growth spurt in the past three years. Because of increased sales, the CEO decides to create a new director level position. The position requires extensive business expertise, an understanding of the SMN Corporation's industry, and exemplary interpersonal skills. Two candidates remain after the final interviews: John, an external candidate with a sound business background, and Mary, a candidate from within the company, who also has the required skills. After due consideration, the Vice President for Human Resources decides to offer the position to John. John considers the offer for several days, but ultimately declines the position. The Vice President then meets with Mary, and offers her the position. Upon hearing the offer, Mary pauses. She looks the VP straight in the eye and asks, "Was the job offered to John first?" How should the vice president respond?

17. Dilemma Patterns • Truth vs. Loyalty • Individual vs. Community • Short- vs. Long-Term • Justice vs. Mercy

18. Principles • Ends-Based • Rule-Based • Care-Based • Source • Moral Philosophy • How Good People Make Touch Choices, Rushworth Kidder

19. Fundamental Dilemmas of all Cultures • Source of Identity: Individual-Collective • Goals and Means of Achievement: Tough-Tender • Orientation to Authority: Equal-Unequal • Response to Ambiguity: Dynamic-Stable • Means of Knowledge Acquisition: Active-Reflective • Perspective on Time: Scarce-Plentiful • Outlook on Life: Doing-Being

20. Law of Commitment – People are more likely to listen to you and help you if they see you take action directed at achieving your goals. #4 - The Law of Commitment Actions speak louder than words. People are more likely to listen to you (and subsequently trust you) if they see you take action leading towards your goals. If you prove your dedication to your goals, others will understand that you are committed and that your word is good.

21. Commitment People tend to follow people who have clear and specific goals. People need to feel the power and passion of your commitment. Boston Marathon vs. I am going to run a marathon someday (be specific). If you state your goal it holds weight. If you write it down it holds MORE weight. If you state your goal, write it down and then ACT on it, there is a greater probability that people will be influenced because they see your commitment. Therefore they will tend to trust you and help you with your goal. It stands to reason that your goal will be accomplished with greater ease and probably more quickly. How can you use this knowledge in your industry?

22. Law of Consistency – People are more willing to trust those who behave in a stable and predictable manner. #5 - The Law of Consistency You can always follow the North Star. People are more willing to trust someone who is stable and predictable in their behaviors, they need not fear a lack of follow through when they do business with you or commit to your cause.

23. Consistency The goal does not change. The continuity of behavior patterns help to establish more trust. We tend to trust people who show consistency and allow them to influence us because we trust them. This comes more from actions than words. (Behavior is primary source of information about beliefs, values, and attitudes.) How can you use this knowledge to your benefit? Has this influencing tactic been used against you in the past? How could someone use this to manipulate people?