Make a Difference: UNDERSTANDING INFLUENCE, POWER, AND PERSUASION Tobias Spanier Extension Educator Center for Community Vitality 2016 Regents of the University of Minnesota. All rights reserved.
capacity or power to have an effect on the character, development, or behavior of someone or something. Source: Lussier, R. and Achua, C. (2007) Leadership Theory, Application, Skill Development (3 rd edition) Mason, OH: Thomson South-Western. Not the cry, but the flight of wild duck, leads the flock to fly and follow. - Chinese proverb
You don t have to be a person of influence to be influential. In fact, the most influential people in my life are probably not even aware of the things they ve taught me. - Scott Adams
FIVE GOOD REASONS FOR ATTAINING INFLUENCE SKILLS NO MATTER WHAT YOU DO! 1. Old-fashioned formal authority just doesn t cut it anymore. Organizations are flatter, work is done more as a team effort, and everyone has a say. Direct control over others is limited. 2. Your ability to influence is directly related to your individual success at work. 3. It s more important than ever to approach situations with both a thought-out plan and the flexibility to adapt it to meet others needs as well as your own. 4. In our flatter work world, it s more expected than ever that you should know how to work with other people so that everyone s goals are met. 5. Well-honed influence skills help you: Get work done faster Reduce conflict Relieve stress Demonstrate that you are a team player Be a better negotiator Source: Alan Vengel The Influence Edge
WHO ARE PEOPLE WHO HAVE INFLUENCED YOU?
DETERMINE WHERE YOU WANT MORE INFLUENCE?
SOURCES OF POWER Position Personal
Personal Position French & Raven s TYPES OF POWER With your partner(s): 1. Review your assigned power type 2. What are 2-3 examples of that power? 3. Be prepared to share with the group Legitimate Reward Coercive Connection Information Expert Referent
POWER TYPES & INFLUENCE TACTICS
POWER TYPES & INFLUENCE TACTICS Legitimate Rational Persuasion Consultation Legitimization Ingratiation a.k.a. positional power, Examples? based on the office or title a person holds Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Examples? Reward Exchange based on the user s ability to influence others with something of value to them. Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Coercive Pressure Examples? based on a person's ability to influence others via threats, punishments or sanctions Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Examples? Connection Coalitions based on a person's relationship to others, typically influential people Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Information Rational Persuasion Examples? based on a person's ability to get & give access to vital info & control its distribution Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Examples? Expert Rational Persuasion based on a person's knowledge, talent, & skill coupled with respect for it & having it seen as valuable Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
POWER TYPES & INFLUENCE TACTICS Referent Inspirational Appeal Personal Appeal Examples? based on individual personal traits like charm, charisma, sensitivity, & creativity Source: Adapted from J. French and B.H. Raven, 1959. The Bases of Social Power. In Studies of Social Power. D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research
APPLYING POWER TYPES & INFLUENCE TACTICS Legitimate Reward Coercive Connection Rational Persuasion Consultation Legitimization Ingratiation Exchange Pressure Coalitions Information Rational Persuasion Expert Rational Persuasion Referent Inspirational Appeal Personal Appeal
PERSUASION Influence
No leader can succeed without mastering the art of persuasion. But there s hard science in that skill, too, and a large body of psychological research suggests there are 6 basic laws of winning friends and influencing people. Cialdini, 2001 Click here to watch the video 2016 Regents of the University of Minnesota. All rights reserved.
THE TWO FUNDAMENTAL FACTORS OF ANY INFLUENCE SITUATION Your Goal What do I want? What will make it clear to the other person(s)? What assumptions am I making about the person(s) I need to influence? The Other Person(s) What is their mindset? What is important to them? What is going on in their organization or department that might affect the situation?
KEY BEHAVIORS THAT DRIVE INFLUENCE SUCCESS
PUSH BEHAVIORS 1. Assert (clearly and directly what you want) 2. Suggest (concrete ways the other person can help you get it) When does PUSH energy work with you? When does it fail?
PULL BEHAVIORS 3. Ask Questions 4. Summarize (back what the person has said so you can clarify issues and demonstrate understanding) When does PULL energy work with you? When does it fail?
PUSH/PULL BEHAVIORS 5. Offer incentives (making it easier or more attractive for the other person to do what you are asking) When does PUSH/PULL energy work with you? When does it fail?
ATTUNING TO PERSONAL COMMUNICATION STYLES Important to not just know what to say to your influence subjects to break through to their own wants and needs, but how to say it in a way that is attuned to their personal communication styles Authoritarian Analyzer Visionary Supporter
THE AUTHORITARIAN Prefers to be in control Makes decisions quickly Focuses on the task at hand Is fast-paced Prefers brief, well-organized communication Wants to be in charge
THE ANALYZER Prefers to deal with (and focus on) facts and information Makes decisions logically and carefully Is slow-paced Is reluctant to decide without having all the information Wants to be in the know
THE VISIONARY Prefers to deal with The Big Picture Makes decisions quickly, even impulsively Focused on ideas rather than details Is fast-paced Wants to share the vision with others Wants to be in the spotlight
THE SUPPORTER Prefers to deal with (and focus on) people Makes decisions in the context of relationships Is more cautious before taking action Wants input from all involved parties Wants to be in the loop
PRACTICE SCENARIOS In small groups read your given scenario and respond to the questions on your handout under practice makes perfect. Be prepared to share your answers
PUTTING TOGETHER A COMPLETE INFLUENCE STRATEGY 1. Identifying Situational Factors 2. Identify Influence and Persuasion Behaviors 3. Determining the Behavior Sequence 4. Distancing Strategy
Be the change that you wish to see in the world. -Mahatma Gandhi
COMMENTS & QUESTIONS
Make a Difference: UNDERSTANDING INFLUENCE, POWER AND PERSUASION How will you make a difference? 2016 Regents of the University of Minnesota. All rights reserved. The University of Minnesota is an equal opportunity educator and employer. This PowerPoint is available in alternative formats upon request. Direct requests to the Center for Community Vitality at 612-625-8233. 2016 Regents of the University of Minnesota. All rights reserved.