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Theoretical Understanding from Readings Cialdini, Keys & Case Practical Application

Influencing Others. Theoretical Understanding from Readings Cialdini, Keys & Case Practical Application Do Salary Negotiation Exercise Discuss learning from Salary Negotiation Exercise. Learning Goals from Lecture on Readings. Difference between Power & Influence

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Theoretical Understanding from Readings Cialdini, Keys & Case Practical Application

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  1. Influencing Others • Theoretical Understanding from Readings • Cialdini, Keys & Case • Practical Application • Do Salary Negotiation Exercise • Discuss learning from Salary Negotiation Exercise

  2. Learning Goals from Lecture on Readings • Difference between Power & Influence • What factors affect the effectiveness of influence • How does your relationship with the person you are trying to influence change how effective your influence strategies are

  3. What is power • Having personal or positional resources to change situations or people’s attitudes & behaviors Yukl, 1989

  4. Relationship between the Different Types of Power Legitimate Referent Coercive Reward Expert Control over information Persuasiveness Positional Resources Personal Resources Personal & Positional resources need not be mutually exclusive

  5. What is Influence • Using one’s personal/positional resources to change people’s behaviors or attitudes • aka persuasion Yukl, 89; Yukl & Van Fleet 92

  6. Examples of types of Influence Tactics • Rational persuasion • Exchange of benefits (reciprocity) • Pressure tactics • Ingratiation (liking) • Appeals to authority (legitimating tactics) • Consultation • Inspirational appeals Yukl, 89; Yukl & Van Fleet 92

  7. 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

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

  9. Influence Tactics not obviously linked to a source of power Appeals to authority Ingratiation Rational Persuasion Pressure Tactics Consultation Exchange benefits Inspirational Appeals Types of power not exercised Power

  10. What we covered so far...what’s next • √ Difference between Power & Influence • What factors affect the effectiveness of influence • How does your relationship with the person you are trying to influence change how effective your influence strategies are

  11. What affects the effectiveness of influence Whether similar others are influenced Exchange Norms Liking (ingratiation) Influence Preference for consistency Scarcity Expertise

  12. Liking Influence 1st Study supporting the link

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

  14. 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

  15. Students Reflect on “how you generated liking” in 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

  16. Applying what you learned in the Salary Negotiation • 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?

  17. Exchange Norms Influence Field Study supporting the link

  18. Students Reflect on “how you established exchange norms” in 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

  19. Applying what you learned in the Salary Negotiation • 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?

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

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

  22. Applying what you learned in the Salary Negotiation • 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?

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

  24. Preference for consistency Influence 2nd study supporting the link

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

  26. Applying what you learned in the Salary Negotiation • 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?

  27. 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

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

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

  30. Applying what you learned in the Salary Negotiation • As a supervisor/subordinate, how will you use the research on the role of authority/expertise & scarcity of resources in your upcoming salary negotiations • Write down what specific things will you say/do?

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

  32. Short Review of Thompson & Leonardelli Type of Relationship between parties Type of Emotions Negotiation Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style

  33. What’s next..... • Practical Application from Simulations • Do Salary Negotiation Exercise • Discuss learning from Salary Negotiation Exercise

  34. Debriefing questions • Describe the nature of agreements following the salary negotiation exercise • Where both parties are satisfied • Where only one party is satisfied • Where neither party is satisfied

  35. Debriefing questions • 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.

  36. How did these factors affect your negotiation Whether similar others are influenced Exchange Norms Liking (ingratiation) Influence Preference for consistency Scarcity Expertise

  37. How did these factors affect your negotiation? Type of Relationship between parties Type of Emotions Negotiation Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style

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