Power and Influence

Class Outline

Administration
Power and influence
Video
Politics

Administration
Quiz 3 next class
Covers all readings, exercises, cases,
videos, since last quiz

Technology check
Friday June 19 9am-1pm

Research participation
If you sign up, show up!

Review
Name and describe the three types of
negotiation issues
Describe a key difference between
women and men when negotiating new
jobs
What is a pareto optimal solution and
how do you reach such a solution?
What are some key reasons to negotiate
a new job?
What are the two main types of conflict?

Learning Objectives
Explain the six bases of power
Understand different responses to
power
Identify ways to influence others and
explain theories of influence
Understand how to protect yourself
from the illegitimate influence of others
Identify effective political strategy at
work

Power
Power
The capacity that A has to influence the
behaviour of B so that B acts in
accordance with As wishes
Power is a characteristic of a
relationship, not an individual
Based on dependency

Power
Dependency
Bs relationship to A when A possesses
something that B needs
The greater Bs dependency on A, the
greater the power A has over B
Dont put all your eggs in one basket

What creates dependency?

Importance
The thing you need is important to you

Scarcity
A resource must be perceived as scarce
Limited time offer
Settlers of Catan?

Non-substitutability
The resource cannot be substituted with
something else

French and Ravens (1959)

bases of power

Reward
Coercive
Legitimate
Expert
Referent
Informational

Reward power
Power based on the ability to provide
benefits or rewards to people
Positive reinforcement

Coercive power
Power based on fear
Ability to punish
Use of threats (e.g., job loss)

Legitimate power
Power based on relative position in the
organizational hierarchy
Often includes both reward and coercive
power
e.g., supervisors

Expert power
Power based on a persons
experience and knowledge
Ability to influence others based on
what we know

Referent power
Power based on liking, admiration,
and identification
i.e., You like the person and want to do
things for him or her

Informational power
Power based on information use
Users information is desired by others

Controlling information to suit your

needs
e.g., withholding or sharing with key
people

Bases of power
What are some examples of people with
each of these types of power ?
either people you know personally or public
figures

List examples of how each type of

power is used?
Be prepared to share them with the
class

Which types are most/least effective

Responses to power
Commitment

Enthusiastic about requests and willing to carry

out tasks
Most likely response for expert and referent
power

Compliance

Go along with the request grudgingly, put in

minimal effort
Most likely response for reward and legitimate
power

Resistance

Opposed to the request - try to avoid it

Most likely response for coercive power

Research on Power
Those with power are

Less likely to take the perspective of others

Less empathetic
More action-oriented

Less likely to conform to others ideas

More likely to be moral hypocrites

More likely to make first argument in opening debates

More likely to take corrective action when something is
wrong

Expect high morals from someone else

Behave immorally

More likely to be overconfident in decisionmaking

Theory: Influence tactics

1.
2.
3.
4.
5.
6.

Reciprocity
Commitment and Consistency
Social Proof
Authority
Liking
Scarcity

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

1. Reciprocity
People tend to return favours and make
concessions
Door in the face technique

Ask for something big, then something small

When someone says no, they feel they owe
you something

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

Door in Face Technique
Employee: I would like a 10% raise please, Ive
been a very hard worker and met all my goals this
year.

Supervisor: I know youve worked really hard,

but I just cant afford that

Employee: Thats disappointing, but I understand.

Oh, I also wanted to talk to you about taking a
vacation next week. Sorry, I know its last-minute
notice but this came up at the last minute.

Supervisor: Sure, I can probably manage that

Theory: Influence tactics

1. Reciprocity
Chocolate experiment 1
With the check, a waiter gives the customer a
fancy foiled-wrapped chocolate
Did tips go up?
Tips went up by 3%

Chocolate experiment 2
Same as above but waiter gives two
chocolates
Any difference in tips from the first experiment?
Tips went up by 14%

Chocolate experiment 3

Theory: Influence tactics

25
20
15
10
5
0

Theory: Influence tactics

2. Commitment and Consistency
When people commit orally or in writing,
they are more likely to honour the
commitment
They want to be congruent with what they
said
Foot-in-door technique
Ask for something small, let the person agree,
then ask for something bigger related to the
thing they already committed to
E.g., small = petitions, big = donations
Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:
Allyn and Bacon.

Theory: Influence tactics

Foot in Door
Stop baby seal clubbing!
Please sign my petition

Theory: Influence tactics

Foot in Door

Stop baby seal clubbing!

Donate $$$ to save these poor innocent
seals

Theory: Influence tactics

3. Social Proof
People will do things if they see other people
doing it
E.g., if you give money to someone on the street
in front of others, witnesses will be more likely to
follow suit

Asch conformity experiments

Vision test
Series of lines

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

Theory: Influence tactics

Asch conformity experiments
All the participants except one were
confederates (actors)
They all guessed the same incorrect line
75% of true participants followed the
confederates
Participants did not want to be ridiculed for deviating
Dont want to stand out
A few said they really believed the group answer was
correct

Asch, S. E. (1951). Effects of group pressure upon the modification and distortion of
judgment. In H. Guetzkow (ed.) Groups, leadership and men. Pittsburgh, PA: Carnegie
Press.

Theory: Influence tactics

Conformity can be beneficial
Makes decision-making easier
Its how we learn social learning theory

We learn from observing others

We model our behaviour after others
We are often rewarded for doing so
This is how we become socialized

Can also lead to bad decisions (Asch

experiment)
Expecting Adam

Theory: Influence tactics

4. Authority
People tend to obey authority figures
Milgram experiments
How many people do you think would finish the study
(i.e., shock the learner to 450 volts)?

Why do people obey authority?

What are some of the implications for the
workplace?
https://www.youtube.com/watch?v=JnYUl6wlBF4

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

Why did people obey?
We are socialized to obey authority
Authorities have perceived expertise
Diffusion of responsibility
Im just following orders
The learner should say stop if they really want to
stop

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

When were people less likely to obey?
When the learner was in the same room so
the teacher saw the pain
Increased empathy for the learner

When the teacher had to physically hook up

the learner to the machine
Increases perceived responsibility

When the experimenter gave orders over

the phone
Easier to disobey when authority figure is not
present

Theory: Influence tactics

When were people more likely to obey?
When authority figure is more prestigious
Yale professor vs. a community college research
assistant

Theory: Influence tactics

Obeying authority has an evolutionary
advantage
It helps us know what to do, and how and when
to do it
e.g., in organizations someone needs to make the
important decisions

People in positions of authority often do know

more than we do and tend to control our
rewards and punishments
e.g., parents, teachers, bosses, judges

Saves us decision-making time

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:
Allyn and Bacon.

Theory: Influence tactics

It is not always adaptive to obey
A study of nursing staff (Hofling et al., 1966)
Researchers called nursing stations, identified
themselves as a doctor, and told the nurse to
administer a drug (20 mg) to a patient on their
floor
The drug was unauthorized for use in the
hospital and the maximum daily dose was
labeled as 10 mg
What percentage of nurses do you think went
to get the drug to administer to the patient?
21/22 nurses gave the 20mg dose!

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

Most of the time, it makes sense to obey,
so we tend to obey automatically
Reacting instead of thinking

Because it is automatic, we are vulnerable

to its exploitation by people who
understand its power

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston:

Allyn and Bacon.

Theory: Influence tactics

Defending yourself:
Ask the following questions:
1. Is the authority truly an
expert?
Focus on his or her
credentials and their
relevance

2. How truthful can I expect

the expert to be?
Focus on what he or she has
to gain
from
your
compliance
Cialdini,
R. B.
(2001).
Influence:
Science and practice (4th ed.). Boston:
Allyn and Bacon.

Theory: Influence tactics

5. Liking
People are easily persuaded by people they like
e.g., tupperware and other parties in which
friends sell friends stuff

6. Scarcity
Perceived scarcity generates demand
sale today only

15 Minute Break

H&G Household Goods

Read your case
Carefully prepare your side of
discussion
Key points, goals, rationale, etc.
What information will be important in your
decision?
How will you use power and influence?

Create a brief planning document to

guide your conversation
You have 15 minutes

H&G Household Goods

Ground rules:
Do not show the other side your case
Conduct yourself as you would in a real
situation
Do not create facts that you would not be
able to create in a real situation

H&G Household Goods

Meet with your supervisor/ABM
Follow the instructions in your case
ABMs
Take 10 minutes to make your case
(supervisors listen and take notes)
Supervisors, make your decisions and
explain your rationale
Give feedback to your employee about his/her
presentation

Jot down your decision

H&G Household Goods

Evaluate the power base of the
supervisor and the AGM
Supervisor had legitimate, reward, and
coercive power
ABM can influence supervisors reputation
through his/her performance
Dependence
Expert power

H&G Household Goods

Outcomes
Who became project head?
Who achieved some other management
role?
Other outcomes?

What are some of the key things to

consider from the perspective of each
party?

H&G Household Goods

Brand manager
Wants to be promoted
Wants visibility and success
Is responsible for the outcome so wants
control
Wants the AGM to prove him/herself
Is probably threatened by the up-andcomer
Is willing to give the AGM elevated
responsibility

H&G Household Goods

AGM
Came up with the idea
Wants to be acknowledged and rewarded
Wants experience in a leadership role
Is ambitious and driven
May be a bit too arrogant
Is single-minded (give me the lead or Ill
leave)

H&G Household Goods

Which influence strategies did you
use?
What did the other side say/do that
influenced your thinking?
What could you have done to be more
effective?
What did you do to maintain the
relationship?

Influence Framework
Assume your partner is an ally (or that
you can turn her/him into one)
Identify your goals
Try to understand the other persons
perspective what do they want and
why?
Develop trust with the person
identify mutual goals/values
Use reciprocity to get closer to what
you want

Organizational politics
Political behaviour
Activities that attempt to influence the distribution
of advantages and disadvantages within the
organization
Behaviour that is outside of ones formal role
A use of power
Can be legitimate or illegitimate

Organizational politics
Why do people engage in political behaviour
at work?
Employees have differing values, goals
and interests
i.e., creates a potential for conflicting interests

Resources in organizations are limited

Types of political behaviour

Attacking or blaming others
Using information
E.g., withholding and/or distorting information

Impression management
Creating a positive impression of yourself
Self-promotion
negatively related to performance evaluations

Ingratiation
Praising others before making a request
Ingratiation is positively related to performance
evaluations when its sincere

Types of political behaviour

Building coalitions
Building alliances to achieve an objective

Associating with influential people

Creating obligations
i.e., reciprocity

Practical advice: Politicking

tactics
1. Frame arguments in terms of
organizational goals

Hide self-interest

2. Develop the right image

In line with organizational values

3. Gain control of organizational resources

E.g., knowledge

4. Make yourself indispensable

Practical advice: Politicking

tactics
5. Be visible

Make people aware of your contributions

Select jobs that are highly visible

6. Develop powerful allies

7. Avoid tainted members

E.g., people with questionable status,

performance, and/or loyalty

8. Support your manager

Keep him/her on your side

Help him/her get ahead

Summary
There are a number of ways to get
and use power
Some are legitimate and some are not
Understand the bases of power

There are many tactics to influence

people
Understand the underlying theory

Explain various influence tactics and

political behaviors

Mid-semester Feedback
Exercises?
Marshmallow exercise
Videos: Susan Cain (introverts), Dan Pink
(motivation), Milgram
Cases: Highrise pictures, New Recruit,
Tender Yellowrocket, Coffee Contract,
H&G Household

Pace?

For next class

Study for Quiz
Read chapter 12