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

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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