Class 7 Power and Influence

Welcome to GMGT 2070 Introduction to Organizational Behavior

Power and Influence

Learning Objectives Class OutlineAdministrationPower and influenceVideoPolitics Learning Objectives 2AdministrationQuiz 3 next classCovers all readings, exercises, cases, videos, since last quizTechnology checkFriday June 19 9am-1pmResearch participationIf you sign up, show up!

Learning Objectives 3ReviewName and describe the three types of negotiation issuesDescribe a key difference between women and men when negotiating new jobsWhat 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?What does research say about task conflict?

Learning Objectives 4Learning ObjectivesExplain the six bases of powerUnderstand different responses to powerIdentify ways to influence others and explain theories of influenceUnderstand how to protect yourself from the illegitimate influence of othersIdentify effective political strategy at work

5PowerPowerThe capacity that A has to influence the behaviour of B so that B acts in accordance with As wishesPower is a characteristic of a relationship, not an individualBased on dependency

PowerDependencyBs relationship to A when A possesses something that B needsThe greater Bs dependency on A, the greater the power A has over BDont put all your eggs in one basketWhat creates dependency?ImportanceThe thing you need is important to youScarcityA resource must be perceived as scarceLimited time offerSettlers of Catan?Non-substitutabilityThe resource cannot be substituted with something else

French and Ravens (1959) bases of powerRewardCoerciveLegitimateExpert ReferentInformationalReward powerPower based on the ability to provide benefits or rewards to people

Positive reinforcement

Coercive powerPower based on fear

Ability to punish

Use of threats (e.g., job loss)

Legitimate powerPower based on relative position in the organizational hierarchy

Often includes both reward and coercive power

e.g., supervisorsExpert powerPower based on a persons experience and knowledge

Ability to influence others based on what we know

Referent powerPower based on liking, admiration, and identification

i.e., You like the person and want to do things for him or her

Informational powerPower based on information useUsers information is desired by others

Controlling information to suit your needse.g., withholding or sharing with key people

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 and under which circumstances?Bases of powerResponses to powerCommitmentEnthusiastic about requests and willing to carry out tasksMost likely response for expert and referent powerComplianceGo along with the request grudgingly, put in minimal effortMost likely response for reward and legitimate powerResistanceOpposed to the request - try to avoid itMost likely response for coercive power

Research on PowerThose with power areLess likely to take the perspective of othersLess empatheticMore action-orientedMore likely to make first argument in opening debatesMore likely to take corrective action when something is wrongLess likely to conform to others ideasMore likely to be moral hypocritesExpect high morals from someone else Behave immorallyMore likely to be overconfident in decision-making

(Galinsky et al., 2003; 2006; 2008; Lammers et al., 2010; Fast et al., 2012)Theory: Influence tacticsReciprocityCommitment and ConsistencySocial ProofAuthorityLikingScarcity

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn and Bacon. Theory: Influence tacticsReciprocityPeople tend to return favours and make concessionsDoor in the face techniqueAsk for something big, then something smallWhen 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 tacticsDoor 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 thatTheory: Influence tacticsReciprocityChocolate experiment 1With the check, a waiter gives the customer a fancy foiled-wrapped chocolateDid tips go up?Tips went up by 3%Chocolate experiment 2Same as above but waiter gives two chocolatesAny difference in tips from the first experiment?Tips went up by 14%Chocolate experiment 3Theory: Influence tacticsTheory: Influence tactics2. Commitment and ConsistencyWhen people commit orally or in writing, they are more likely to honour the commitmentThey want to be congruent with what they saidFoot-in-door techniqueAsk for something small, let the person agree, then ask for something bigger related to the thing they already committed toE.g., small = petitions, big = donations

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

Stop baby seal clubbing!

Please sign my petitionTheory: Influence tacticsFoot in Door

Stop baby seal clubbing!Donate $$$ to save these poor innocent seals

Theory: Influence tactics3. Social ProofPeople will do things if they see other people doing itE.g., if you give money to someone on the street in front of others, witnesses will be more likely to follow suitAsch conformity experimentsVision testSeries of linesCialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn and Bacon. Theory: Influence tacticsTheory: Influence tacticsAsch conformity experimentsAll the participants except one were confederates (actors)They all guessed the same incorrect line75% of true participants followed the confederatesParticipants did not want to be ridiculed for deviatingDont want to stand outA 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 tacticsConformity can be beneficialMakes decision-making easierIts how we learn social learning theoryWe learn from observing othersWe model our behaviour after othersWe are often rewarded for doing soThis is how we become socializedCan also lead to bad decisions (Asch experiment)Expecting AdamTheory: Influence tactics4. AuthorityPeople tend to obey authority figuresMilgram experimentsHow 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 tacticsWhy did people obey?We are socialized to obey authorityAuthorities have perceived expertiseDiffusion of responsibilityIm just following ordersThe learner should say stop if they really want to stopCialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn and Bacon. Theory: Influence tacticsWhen were people less likely to obey?When the learner was in the same room so the teacher saw the painIncreased empathy for the learnerWhen the teacher had to physically hook up the learner to the machineIncreases perceived responsibilityWhen the experimenter gave orders over the phoneEasier to disobey when authority figure is not present

Theory: Influence tacticsWhen were people more likely to obey?When authority figure is more prestigiousYale professor vs. a community college research assistant

Theory: Influence tacticsObeying authority has an evolutionary advantageIt helps us know what to do, and how and when to do ite.g., in organizations someone needs to make the important decisionsPeople in positions of authority often do know more than we do and tend to control our rewards and punishmentse.g., parents, teachers, bosses, judgesSaves us decision-making timeCialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn and Bacon. Theory: Influence tacticsIt is not always adaptive to obeyA 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 floorThe drug was unauthorized for use in the hospital and the maximum daily dose was labeled as 10 mgWhat 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 tacticsMost of the time, it makes sense to obey, so we tend to obey automaticallyReacting instead of thinkingBecause 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 tacticsDefending 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 complianceCialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn and Bacon.

Theory: Influence tactics5. LikingPeople are easily persuaded by people they likee.g., tupperware and other parties in which friends sell friends stuff

6. ScarcityPerceived scarcity generates demandsale today only

15 Minute BreakH&G Household GoodsRead your caseCarefully prepare your side of discussionKey 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 conversationYou have 15 minutesH&G Household GoodsGround rules:Do not show the other side your caseConduct yourself as you would in a real situationDo not create facts that you would not be able to create in a real situation

H&G Household GoodsMeet with your supervisor/ABMFollow the instructions in your caseABMsTake 10 minutes to make your case (supervisors listen and take notes)Supervisors, make your decisions and explain your rationaleGive feedback to your employee about his/her presentationJot down your decisionH&G Household GoodsEvaluate the power base of the supervisor and the AGMSupervisor had legitimate, reward, and coercive powerABM can influence supervisors reputation through his/her performanceDependenceExpert power

H&G Household GoodsOutcomesWho 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 GoodsBrand managerWants to be promotedWants visibility and successIs responsible for the outcome so wants controlWants the AGM to prove him/herselfIs probably threatened by the up-and-comerIs willing to give the AGM elevated responsibility

H&G Household GoodsAGMCame up with the ideaWants to be acknowledged and rewardedWants experience in a leadership roleIs ambitious and drivenMay be a bit too arrogantIs single-minded (give me the lead or Ill leave)

H&G Household GoodsWhich 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 FrameworkAssume your partner is an ally (or that you can turn her/him into one)Identify your goalsTry to understand the other persons perspective what do they want and why?Develop trust with the person identify mutual goals/valuesUse reciprocity to get closer to what you want

Cohen and Bradford, 2005

Organizational politicsPolitical behaviour Activities that attempt to influence the distribution of advantages and disadvantages within the organization Behaviour that is outside of ones formal roleA use of powerCan be legitimate or illegitimateOrganizational politicsWhy do people engage in political behaviour at work?Employees have differing values, goals and interestsi.e., creates a potential for conflicting interests

Resources in organizations are limited

Types of political behaviourAttacking or blaming othersUsing informationE.g., withholding and/or distorting informationImpression managementCreating a positive impression of yourselfSelf-promotionnegatively related to performance evaluationsIngratiationPraising others before making a requestIngratiation is positively related to performance evaluations when its sincere

Types of political behaviourBuilding coalitionsBuilding alliances to achieve an objective

Associating with influential people

Creating obligationsi.e., reciprocity

Practical advice: Politicking tacticsFrame arguments in terms of organizational goalsHide self-interest Develop the right imageIn line with organizational valuesGain control of organizational resourcesE.g., knowledgeMake yourself indispensablePractical advice: Politicking tacticsBe visibleMake people aware of your contributionsSelect jobs that are highly visibleDevelop powerful alliesAvoid tainted membersE.g., people with questionable status, performance, and/or loyaltySupport your managerKeep him/her on your sideHelp him/her get ahead

SummaryThere are a number of ways to get and use powerSome are legitimate and some are notUnderstand the bases of powerThere are many tactics to influence peopleUnderstand the underlying theoryExplain various influence tactics and political behaviors56Mid-semester FeedbackExercises?Marshmallow exerciseVideos: Susan Cain (introverts), Dan Pink (motivation), MilgramCases: Highrise pictures, New Recruit, Tender Yellowrocket, Coffee Contract, H&G HouseholdPace?57For next classStudy for QuizRead chapter 12Learning Objectives 58