Learning Focus for Today

1. Learning Focus for Today • Business Skills • Leadership Skills • Interpersonal Skills • Intrapersonal Skills

2. Business Skills Leadership Skills • Decision Making & Problem solving • Negotiation • Planning • Motivating talent • Developing & communicating vision • Goal setting • Persuasion • Persistence

3. Interpersonal Skills • Social Skills • Self-monitoring • Self Control Intrapersonal Skills • Emotional Stability • Self Control • Attitudes toward authority • Learning style

4. Teaching Method

5. Learning Goals from Lecture on Readings • Difference between Power & Influence • How to enact an influence strategy

6. What is power • Having personal or positional resources to change situations or people’s attitudes & behaviors Legitimate Referent Coercive Reward Expert Control over information Positional Resources Personal Resources Yukl, 1989

7. What is Influence • Using one’s personal/positional resources to change people’s behaviors or attitudes • Rational persuasion • Ingratiation (liking) • Exchange of benefits (reciprocity) • Pressure tactics • Appeals to authority (legitimating tactics) • Consultation • Inspirational appeals • Coalition Yukl, 89; Jensen, 07; Yukl & Falbe 90

8. Most Effective Influence Tactic • Rational persuasion • Explaining the reasons for request; • using logic to convince person, • presenting information in support of point of view Higgins, Judge, Ferris, 2003

9. Second Most Effective Influence Tactic • Ingratiation (liking) • Made me feel important (e.g., “only you have the brains, talent to do this”); • praising; • acting very humbly while making request Higgins, Judge, Ferris, 2003

10. Liking Influence Example Study supporting the link Cialdini

11. Power vs. influence • Power is not sufficient to result in behavioral or attitudinal change, it is the potential to change • Influence is the process of changing • e.g. one needs to have the ability or opportunity to use expertise or information that one has control over to change others/events

12. Types of Power & Types of Influence Tactics Legitimate Coercive Reward Referent Expert Inspirational Ingratiation Pressure Appeals to authority Exchange Rational Persuasion

13. Influence Scarcity Tactics not obviously linked to a source of power Appeals to authority Rational Persuasion Consultation Pressure Exchange Ingratiation Coalition Inspirational Preference for consistency Power

14. How to enact some influence strategies Whether similar others are influenced Exchange Norms Liking (ingratiation) Influence Preference for consistency Scarcity Expertise

15. Liking Influence Similarity 2nd Study supporting the link: Similarity measured in terms of age, religion, politics etc.

16. Praise/Flattery Liking Influence Studies supporting the link: • Men liked the individual who praised them most even if the praise was undeserved • Positive comments about a person’s attitudes, traits, performance leads to liking and compliance with the comment maker’s request

17. Reflect on “how you generated liking” in Fruit Negotiation/Group Decision Making Exercise • Describe how you • Enhanced similarity between you and other • Used praise or flattery • Explain how that led to a positive outcome

18. Apply what you learned in the Salary Negotiation Exercise • As a supervisor/subordinate, make a plan on how you will use the research on liking in your salary negotiations • Write down what specific things will you say/do?

19. Exchange Norms Influence Field Study supporting the link

20. Behaviors to enact when using Exchange Tactics • Exchange of benefits (reciprocity) • Reminding person of past favors that you did for him/her; • Offering an exchange (e.g., “if you do this for me, I will do something for you”)

21. Reflect on “how you established exchange norms” in Fruit Negotiation/Group Decision Making Exercise • Describe what you ‘gave’ and how it prompted the other party to ‘return’ the favor • Explain how that led to a positive outcome

22. Apply what you learned in the Salary Negotiation Exercise • As a supervisor/subordinate, how will you use the research on exchange norms in your upcoming salary negotiations • Write down what specific things will you say/do?

23. Whether similar others are influenced Influence 1st Study supporting the link

24. Whether similar others are influenced Influence 2nd Study supporting the link

25. Behaviors to enact when using coalition influence tactics • Coalition • Pointing out that many non participants back up your idea; • Obtaining support of other participants to back up your idea

26. Apply what you learned in the Salary Negotiation Exercise • As a supervisor/subordinate, how will you use the research on the role of whether similar others are influenced in your upcoming salary negotiations • Write down what specific things will you say/do?

27. Influence Preference for consistency 1st study supporting the link

28. Reflect on “how you made preference for consistency salient” in Fruit Negotiation/Group Decision Making Exercise • Describe what you did and how that led to a positive outcome

29. Apply what you learned in the Salary Negotiation Exercise • As a supervisor/subordinate, how will you use the research on the role of public commitment and consistency in your upcoming salary negotiations • Write down what specific things will you say/do?

30. Expertise Influence Non-experimental study supporting link • Stroke patients were more likely to comply with their exercise regime after they left the hospital when the physical therapists’ credentials were left on the walls of the therapy room

31. Scarcity of Resource Influence 1st study supporting the link

32. Scarcity of Resource Influence 2nd study supporting the link

33. Apply what you learned in the Salary Negotiation Exercise • As a supervisor/subordinate, write down specific things you will say/do to incorporate the research on the role of following factors in negotiation • Expertise • Scarcity of resources

34. Review Whether similar others are influenced Exchange Norms Liking (ingratiation) Influence Preference for consistency Scarcity Expertise

35. Other influence strategies you may have used in Fruit Negotiation/Group Decision Making Exercise or may use in Salary Negotiation Exercise

36. Behaviors to enact when using Consultation influence tactics • Told person what you are trying to accomplish and asked if person knew of a good way to do it; • Actively sought person’s input with regard to a decision

37. Behaviors to enact when using Pressure influence tactics • Expressing anger verbally; • demanding that other person do what you want

38. Behaviors to enact when using Inspirational Appeals • Using charisma to arouse person’s interest and support for your ideas and proposals; • Describing your proposal or change with enthusiasm and conviction that it is important and worthwhile

39. Recall the role of other factors already reviewed… Type of Relationship between parties Type of Emotions Negotiation Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style

40. What’s next • Theoretical Understanding from Readings • Practical Application • Do Salary Negotiation Exercise • Complete influence style questionnaire for self and other in the salary negotiation exercise & give each other feedback • Discuss learning from Salary Negotiation Exercise

41. When describing your agreements explain how these factors affected your negotiation Whether similar others are influenced Exchange Norms Liking (ingratiation) Influence Preference for consistency Scarcity Expertise

42. When describing your agreements, explain how these factors affected your negotiation Type of Relationship between parties Type of Emotions Negotiation Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style

43. Reflecting on influence strategies you used • How did you implement them? • Did your partner “notice them” as you intended? • How effective were they? • What are the implications of • Your partner feedback on the influence strategies you will use in the future? • The effectiveness of your influence strategies

44. Future implications… • Compare & contrast your experience in this role play with experiences you may have had in real salary discussions • Identify one thing you learned from your experiences in this role play that you think may be useful in your next real salary negotiation.