power, influence and negotiation dr. g. rosentreter session march 21, 2006
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Power, Influence and Negotiation
Dr. G. Rosentreter Session March 21, 2006
Tom Foard requests help from you
Research study of how people describe coaches.
Will be asked to answer the same set of 70 questions for yourself, the worst coach you ever had and the best coach you ever had.
Will take about 20 minutes Go to:
http://survey.talentmap.com/Coaching/coaching.htm
Power
Refers to a capacity that A has to influence the behavior of B so that B does something he or she would not otherwise do
Leadership and Power
Leaders use power as a way to attain group goals, and power is a means for facilitating their achievement
Power
Types Of Personal and Position Power
Bases of Power
Formal Coercive Reward Legitimate Information
Bases of Power
Personal Expert Referent Charismatic
Coercive power - One reacts to this power out of fear of the negative results that might occur if one failed to comply
Reward power - People comply with the wishes or directives of another because doing so produces positive benefits
Legitimate power - represents the formal authority to control and use organizational resources
Information power - comes from access to and control over information
Expert power - influence wielded as a result of expertise, special skill, or knowledge
Referent power - based on identification with a person who has desirable resources or personal traits
Charismatic power - extension of referent power stemming from an individual’s personality and interpersonal style
Experiment about PowerTypes of Power
1. Coercive
2. Reward
3. Legitimate
4. Information
5. Expert
6. Referent
7. Charismatic
Situations
A. Difficult formal situation
B. Leading a change initiative
C. Managing a small intact work team
D. Inspiring a company to improve
E. Providing company with consistency in product design/ development
F. Quickly pulling a new project team together
G. Doing performance appraisals
14
Clarifying Personal Influence and Power
Positional Power
Personal Power
Power is …
Personal Power Power based on expertise, special skills, personality
traits, charisma, personal status, or credibility
Positional Power Power based on formal status, authority, formal
control of resources, punishments, or rewards
… the capacity or potential to exert influence.
The General Dependency Postulate
The greater B’s The greater B’s dependency dependency on A, the greater the on A, the greater the powerpower A A
has over Bhas over B
What Creates Dependency?
Dependency is increased when the resource you control is Important Scarce Nonsubstitutable
Power and Sexual Harassment Sexual harassment is about power It’s about one person controlling or
threatening another Supervisor’s power over subordinates for rewards
and job security Co-worker’s influence in denial or delay of
information Subordinate’s highlighting gender stereotypes
Political Behavior
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization
How is the different from power or influence?
Factors Contributing to Political BehaviorIndividual factors: Authoritarian High-risk propensity External locus of control High need for power Autonomy Security Status
Factors Contributing to Political BehaviorOrganizational factors: Low trust Role ambiguity Unclear performance evaluation systems Zero-sum reward allocation practices Democratic decision making High pressures for performance
Political Behavior
Very strong evidence indicating that perceptions of organizational politics are negatively related to job satisfaction
Political Behavior
Increased job anxiety and stress Leads to
self-reported declines in employee performance
Influence is …
… the ability to affect the behavior of others in a particular direction,
and the use or expression of power.
Influence tactics are specific types of behaviors used to exert or
“spend” power.
Power must be expressed with
influence tactics to be fully effective.
Influence Tactics andPotential Outcomes
InfluenceTactics
Commitment
Resistance
Compliance
Commitment: Enthusiastic response with high- level effort
Compliance: Moderate response with minimal effort
Resistance: Minimal, if any, response with delayed effort
Influence Tactics
Rational Persuasion: Using logical arguments and factual evidence
Inspirational Appeals: Making a requestor proposal that arouses the person’s enthusiasm
Consultation: Seeking participationand support
Primary Influence Tactics
Influence Tactics
Ingratiation: Using praise and flattery and friendly, helpful behavior
Personal Appeals: Appealing to feelingsof loyalty or friendship
Exchange: Exchanging favors, sharing benefits, establishing reciprocity
Secondary Influence Tactics
Influence Tactics
Coalition Tactics: Seeking the aid and support of others to persuade
Legitimating Tactics: Claiming authority or consistency with organizational policy
Pressure: Demanding, threatening, persistence
Secondary Influence Tactics
Influence Tactics Primary Influence
Tactics Rational Persuasion Inspirational Appeals Consultation
Secondary Influence Tactics
Ingratiation Personal Appeals Exchange Coalition Tactics Legitimating Tactics Pressure
Negotiation
Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
Negotiation Exercise
Form into 6 groups of equal size Make sufficient space between groups that
you cannot overhear each other’s conversations. Mics may be live and may record your team’s conversation for the video.
We need 3 Observers/ Scorekeeper. If you have done this exercise before, please be an observer.
Negotiation Instructions
The exercise is called “Win As Much As You Can”.
Each team starts with 25 points. The scoring in on the next slide and the
handouts. Each team must identify their choice
simultaneously.
Win As Much As You Can - Scoring
A
B
A
A
A
B
B
B
= A/B + 3 points
= A/B - 3 points
= B + 6 points
= B - 6 points
= A - 6 points
= A + 6 points
Bargaining Strategies
Distributive Bargaining
Negotiating over who gets what share of a fixed pie
Integrative Bargaining
Operates under the assumption that one or more settlements exist that can create a win-win solution
Fisher, R., Ury, W & Patton, B. (1991) Getting to yes: Negotiating Agreement without giving in, 2nd Ed., Penguin Books, New York, NY.
Getting to Yes – Principled Centered Negotiation The Problem
Don’t Bargain over Positions The Method
Separate People from the Problem Focus on Interests , Not Position Invent Options for Mutual Gain Insist on Using Objective Criteria
Yes, But What if they are more powerful? (BATNA) What if they won’t play? (Negotiation Jujitsu What if they use dirty tricks?
Issues in Negotiation
Decision-making biases Role of personality traits Effects of gender and cultural differences on
negotiating styles
Decision-Making Biases1) Irrational Escalation of Commitment
2) The Mythical Fixed Pie
3) Anchoring and Adjustments
4) Framing Negotiations
5) Availability of Information
6) Winner’s Curse
7) Overconfidence
Role of Personality Traits
Evidence shows no significant direct effect on bargaining or negotiation outcomes
Concentrate on The issues The situational factors in
each bargaining episode Not your opponent and his
or her characteristics
Gender Differences in Negotiation Men have been found to negotiate better
outcomes than women Women may unduly penalize themselves by
failing to engage in negotiations when such action would be in their best interest
Cultural Differences in NegotiationsCultural context significantly influences...
The amount and type of preparation for bargaining The relative emphasis on task versus interpersonal
relationships The tactics used Where the negotiation should be conducted
Managing Conflict
Competition Collaboration Avoidance Accommodation Compromise
Improving Negotiation Skills
Research Your Opponent
Begin with a Positive Overture
Address the Problem, Not the Personalities
Pay Little Attention to Initial Offers
Emphasize Win-win Solutions
Create an Open and Trusting Climate
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