Business Skills Leadership SkillsInterpersonal SkillsIntrapersonal Skills

Learning Focus for Today

Business Skills

Decision Making & Problem solving

Negotiation• Planning

• Motivating talent Developing &

communicating vision• Goal settingPersuasion

Persistence

Leadership Skills

Interpersonal Skills

Social SkillsSelf-monitoringSelf Control

Intrapersonal Skills

• Emotional StabilitySelf Control• Attitudes toward

authority• Learning style

Teaching Method

Reading/Lecture Self Assessment Role Play

CialdiniHiggins, Judge, FerrisThompson & Leornadelli

Influence strategy

•Ugli OrangeSalary Negotiation

• Difference between Power & Influence

• How to enact an influence strategy

Learning Goals from Lecture on Readings

• Having personal or positional resources to change situations or people’s attitudes & behaviors

What is power

Yukl, 1989

LegitimateCoercive

Reward

Referent

Expert

Positional Resources Personal Resources

Control over information

• 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

What is Influence

Yukl, 89; Jensen, 07; Yukl & Falbe 90

• Rational persuasion– Explaining the reasons for request; – using logic to convince person, – presenting information in support of point of view

Most Effective Influence Tactic

Higgins, Judge, Ferris, 2003

• Ingratiation (liking)– Made me feel important (e.g., “only you have the

brains, talent to do this”); – praising; – acting very humbly while making request

Second Most Effective Influence Tactic

Higgins, Judge, Ferris, 2003

InfluenceLiking

Example Study supporting the link

Guest liked Hostess more

Guest likedHostess less

Amount of Tupperware products purchased

More Less

Cialdini

• 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

Power vs. influence

Types of Power & Types of Influence Tactics

Legitimate Coercive Reward Referent Expert

Appealsto authority

Pressure Exchange

InspirationalIngratiation

Rational Persuasion

Influence

Appeals to authority

PressureExchange

Inspirational

Rational Persuasion

Ingratiation

Consultation

Power

Tactics not obviously linked to a source of power

Coalition

Scarcity

Preference for consistency

How to enact some influence strategies

InfluenceLiking (ingratiation)

Exchange Norms

Whether similar others are influenced

Expertise

Preference for consistency

Scarcity

InfluenceLiking

2nd Study supporting the link:

High Similarity* to Salespersons

Low Similarity* to Salespersons

Probability of purchasing insurance policies

High Low

Similarity measured in terms of age, religion, politics etc.

Similarity

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

LikingPraise/Flattery Influence

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

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?

Field Study supporting the link

InfluenceExchange Norms

Request accompanied by personalized address labels

Request not accompanied by gift

Response rate to Disable Americans Veterans Fund Raising letter

35% 18%

• 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”)

Behaviors to enact when using Exchange Tactics

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

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?

1st Study supporting the link

Whether similar others are influenced

Influence

Long list of neighbors who donated

Short list of neighbors who donated

Probability of donating to charity

High Low

Whether similar others are influenced

Influence

Another New Yorker had returned lost wallet

Foreigner had returned lost wallet

Probability of residents of NY returning wallet

High Low

2nd Study supporting the link

• Coalition– Pointing out that many non participants back up

your idea; – Obtaining support of other participants to back up

your idea

Behaviors to enact when using coalition influence tactics

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?

1st study supporting the link

Preference for consistency Influence

Signed petition for establishing a rec centre for the handicapped 2 weeks earlier

Did not sign petition

Probability of donating to charity for handicapped

High Low

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

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?

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

InfluenceExpertise

InfluenceScarcity of Resource

Told that if they failed to insulate their homes they would lose a certain amount of money each day

Told that if they did insulate their homes they would gain a certain amount of money each day

Likelihood of insulating home

High Low

1st study supporting the link

InfluenceScarcity of Resource

Told that there would be a scarcity of beef in the future and no other beef buyer had this information about scarcity

Told that there would be a scarcity of beef in the future

Likelihood of buying beef

High Low

2nd study supporting the link

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

Review

InfluenceLiking (ingratiation)

Exchange Norms

Whether similar others are influenced

Expertise

Preference for consistency

Scarcity

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

in Salary Negotiation Exercise

• 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

Behaviors to enact when using Consultation influence tactics

• Expressing anger verbally;

• demanding that other person do what you want

Behaviors to enact when using Pressure influence tactics

• 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

Behaviors to enact when usingInspirational Appeals

Recall the role of other factors already reviewed…

Negotiation

Type of Relationship between parties

Type of Emotions

Perceptions of Parties

Ability to Invent Options

Type of BATNA

Bargaining Style

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

What’s next

When describing your agreements explain how these factors affected your negotiation

InfluenceLiking (ingratiation)

Exchange Norms

Whether similar others are influenced

Expertise

Preference for consistency

Scarcity

Negotiation

Type of Relationship between parties

Type of Emotions

Perceptions of Parties

Ability to Invent Options

Type of BATNA

Bargaining Style

When describing your agreements, explain how these factors affected your negotiation

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

• 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.

Future implications…