Influencing: Power, Politics, Networking, & Negotiation

• POSITION (RON)
• PERSONAL (JEAN)

7 TYPES OF POWER

Legitimate

Referent

Expert

Information

Reward

Coercive

Connection

9 INFLUENCING TACTICS

Jean (Personal Power)-

• Plans to take a consensus of how everyone feels about graduate assistants (GA).
•  Attempts to use negotiation to come to a general agreement.
•  Exchange tactic could be implemented.

Ron (Position Power)

•  Because of his tenure with the school and uses this power by allowing GA’s to grade his objective exams.
•  Uses legitimate power & rational persuasion tactic when he tries to get his co-workers to understand why is it fair to use GA’s.
•  His exams don’t require subjective responses.

Connection Power Sample In Case: When Ron sends out the memo

• This exhibits the coalition-influencing tactic because this memo requests the department to consider the ethical and legal rights in the use of GA’s

• Other schools nationwide use GA’s without structured policies or restrictive rules, which is what Jean (opposing side) is attempting to create.

POLITICS

• Managers use their existing power and politics to increase their power.
• Politics becomes more important as the organization grows larger (ie. Large Universities)
• Politics is a medium of exchange
• Favors are the form of currency

Political Behavior

• Personal success is measured by how well you form relationships and develop alliances

• Reciprocity is the process of creating obligations and developing these alliances which are used to accomplish certain objectives

• Coalitions are the actual groups that form to ensure each party gets what they want.

• Co-optation involves gaining support from those who you would otherwise have to compete against (ie. Elections)

• Formal meetings in which decision are finalized are not necessarily where the decision was made

• To climb the political ladder, or organization ladder, one must develop good relationships with managers and peers, and avoid going behind their back or above their “pay-grade” to seek personal objectives.

Political Summary of Tactical Suggestions

•  Try to do favors for power players
•  Get key players on your side when developing coalitions
•  Make sure your mentor is skilled at organizational politics
•  Observe those who are good at politics and use it to guide your own behavior.
•  If you are facing a problem at work, don’t put off letting your manager know about it
•  Include your manager in your “network”
•  Be a team player
•  Make sure people “higher” in the organization are aware of your contributions
•  Serve on committees to increase political power

• Ron Johnson could bury himself in a hole politically by going behind the group’s back and sending a memo to the president and dean, especially when he is the only activist in the group.
• Political skills are necessary to climb the corporate ladder, in which case Ron might be better off long-term ignoring his own wishes and supporting the group.
• When he gets to a higher position of power, such as Jean’s role, he may have a better negotiating opportunity.

Negotiation

Internal network -Ability to create professional and personal relationships.

If Ron had built a stronger network within his department, he’d have more supporters (that voice their opinions—such as Eddie), to sway all members to vote in his favor.

Networking did not play a major role in persuading the rest of the group to see Ron’s wish to have GA's grade exams.

Head

Body

POWER

TWO SOURCES

Postponement

1. Caused by other party

2. Create urgency

3. If you postpone

4. Other party will create

urgency

Influencing: Power, Politics,

Networking & Negotiation

Agreement

By:

Carlos Aguilera

Jon Christie

Chelsea Isherwood

Meagan Mulroy

Seal the deal

Plan

Negotiations

1. Research other party(ies)

2. Set objectives

3. Options and trade-offs

4. Anticipate objections,

prepare accordingly

1. Develop rapport; Focus on

obstacles

2. Defer first offer

3. Listen and ask q's not based

on your needs

4. Don't give in, ask for

something in return

No Agreement

Determine why in

consideration

for future negotiations

Networking

Ron

Poor relationship building

+

= no support from faculty

Questions

or

Comments?