1. Leading Projects: The Human Side of Project Management Gaining Power & Influence 1© Peter Dominick, Zvi Aronson

2. Gaining Power & Influence: Objectives  Understand distinctions between authority, status and influence as they relate to the role of project manager  Understand general sources of social power and how that power translates into leader effectiveness  Review recent research on sources of influence used by project managers  Recognize the role politics plays in meeting project objectives and apply techniques for using political processes constructively and ethically Develop an awareness your own preferences and style with regard to:  influencing others  responding to others’ efforts to influence you 2© Peter Dominick, Zvi Aronson

3. Gaining Power & Influence: Objectives Enhance personal and position power Use influence to accomplish exceptional work Neutralize inappropriate influence attempts © Peter Dominick, Zvi Aronson

4. Influence, Power and Politics  Power refers to the potential to influence another successfully  Change the behavior of an individual in the desired fashion  Organizational politics refers to uses of power that enhance or protect one’s own or group’s interests  Typically a source of conflict  Traditionally characterized as negative  Can also be viewed as a neutral and natural part of organizational life 4© Peter Dominick, Zvi Aronson

5. Empowerment  Shift from traditional manager to employee  Includes sharing the appropriate knowledge and information that employees need to make decisions  Shift requires bosses to be coaches and facilitators  Requires greater use of expert and referent power  Most companies have not really made the shift 5© Peter Dominick, Zvi Aronson

6. Power: A Stepping-Stone or Stumbling-Block? 6 Effective PERSONAL PERFORMANCE Ineffective Inadequate Sufficient Excessive PERSONAL & POSITIONAL POWER Empowerment © Peter Dominick, Zvi Aronson

7. Model of Power and Influence 7 SOURCES OF PERSONAL POWER: Expertise Personal attraction Effort Legitimacy Selection of Proper Influence Strategy Influence over Others SOURCES OF POSITION POWER: Centrality Criticality Visibility Flexibility Relevance Power of an Individual Assertive Responses to Inappropriate Influence Attempts Increasing Authority via Upward Influence © Peter Dominick, Zvi Aronson

8. Personal Power Class Exercise 8 1. ____ I strive to become highly efficient in my line of work. 2. ____ I am continually upgrading my skills and knowledge. 3. ____ I express friendliness, honesty, and sincerity toward those with whom I work. 4. ____ I strive to enhance my personal appearance. 5. ____ I put forth more effort and take more initiative than expected at work. 6. ____ I work harder than most coworkers. 7. ____ I support organizational ceremonial events and activities. 8. ____ I encourage new members to support important organizational values by both their words and actions. 1= Strongly Disagree 2= Disagree 3=Slightly Disagree 4= Slightly Agree 5= Agree 6= Strongly Agree © Peter Dominick, Zvi Aronson

9. Personal Power Responses  Higher Total = Greater Use of Personal Power  Statements 1 + 2 = EXPERTISE  Statements 3 + 4 = ATTRACTION  Statements 5 + 6 = EFFORT  Statements 7 + 8 = LEGITIMACY  Discuss in groups of two:  Why is each source of personal power important in your work?  What can you do to increase your personal power in each area? 9© Peter Dominick, Zvi Aronson

10. French & Raven’s Power Taxonomy  Reward  Coercive  Legitimate  Expert  Referent Power 10© Peter Dominick, Zvi Aronson

11. Determinants of Personal Power  Expertise  Personal Attraction  Effort  Legitimacy 11© Peter Dominick, Zvi Aronson

12. Determinants of Positional Power  Centrality  Visibility  Flexibility  Relevance 12© Peter Dominick, Zvi Aronson

13. Position Power Exercise 13 Rate your use of each type of position power in your current position. 1 = Very Weak 2= Somewhat Weak 3= Neutral 4 = Somewhat Strong 5= Very Strong A. Centrality _____ (Access to information in a communications network) B. Flexibility _____ (Amount of discretion vested in a position) C. Visibility _____ (Degree to which task performance is seen by influential people in the organization) D. Relevance _____ (Alignment of assigned tasks and organizational priorities) Share your self-assessment ratings with another student. Person 1: Focus on ONE determinant of your position power. Describe why you rated it as you did. Brainstorm ideas and questions to pursue that could lead to increasing your position power. Take notes! Person 2: Your turn!

14. Position Power Exercise 14 Share your self-assessment ratings with another student. Person 1: Focus on ONE determinant of your position power. A.Describe why you rated it as you did. B.Brainstorm ideas and questions to pursue that could lead to increasing your position power. Take notes! Person 2: Your turn! © Peter Dominick, Zvi Aronson

15. Position Power Exercise Discussion 15 How many people chose: Helpful ideas to increase your power in the area you chose? Uses: A metric for measuring your progress Reminder to maximize multiple sources of power Are you ready for a more powerful position? Can you articulate to management what you want? How can personal power sources maximize your positional power? Visibility Relevance Centrality Flexibility © Peter Dominick, Zvi Aronson

16. Using Power  Usually overlap in the way power is exerted  Use of one type of power can effect another type (e.g., use of coercive power will reduce referent power)  Majority of people prefer expert power most and coercive power least  Type of power used depends upon who is being influenced by whom  Social exchange theory  Idiosyncratic credits 16© Peter Dominick, Zvi Aronson

17. Influencing Project Team Members*  Sources of Influence/Power correlate with perceived project manager effectiveness  Work challenge - things he/she asks me to do are professionally challenging (.41)  Technical expertise - the quality of his/her knowledge and advice (.71)  Professional integrity - perceived to be professionally ethical (.63)  Formal authority - the right to suggest what and when things need to be done; Authority to indirectly influence team members’ boss (.5) 17 *Sotiru and Wittmer © Peter Dominick, Zvi Aronson

18. © Peter Dominick, Michael R. Ryan 200718 Influencing Without Formal Authority  PM’s - limited position power  Limited status and authority  Limited impact on reward and evaluation decisions  PM’s must rely on referent power base and influence skills 18 Authority Status Influence

19. Politics: a Neutral or Natural View  Important organizational decisions involve the allocation of resources  The decisions process often involves bargaining, negotiating and positioning  Organizations are coalitions composed of a variety of self-interested groups  Groups differ in terms of goals, values, attitudes, time frames, etc.  Given the above conflict is inevitable  Because conflict is inevitable power & politics are used to resolve differences 19© Peter Dominick, Zvi Aronson

20. Project Managers and Politics (Pinto)  Understand and Accept:  The political nature of organizations  WIIFM (What’s in it for me)  Conflicts are a reality, and can be beneficial  Cultivate appropriate tactics (avoid being shark or dove)  Look to advance positional power (level playing field) 20© Peter Dominick, Zvi Aronson

21. Project Managers and Politics (Pinto)  Develop influence skills & personal power base  Reputation as an expert  Choose Social relationships based upon work needs  Develop a network of expert resources  Use interest negotiation techniques  Demonstrate flexible influence and communication skills 21© Peter Dominick, Zvi Aronson

22. Characteristics of Political Behaviors CharacteristicsNaiveSensibleShark Attitude regarding politics UnpleasantNecessary An opportunity Intent Avoid at all costs Further dept. goals Self-serving TechniquesTell it like it is Network, expand connections Manipulate, use fraud and deceit Favorite tactics None, truth prevails Negotiation, bargaining Bullying, misuse information & people 22© Peter Dominick, Zvi Aronson

23. Political Tactics  Gain support of higher power sources  Sponsorship, lobbying  Alliance or coalition building  mutual support/defense  Controlling critical resources  Money, people, information, expertise  Controlling the decision process  The short list, decision-criteria  Controlling the committee process  Agenda, membership, negotiations, etc 23 F.L. Harrison (1992) Advanced Project Management: A Structured Approach, 3 rd ed. New York: Halstead Press. © Peter Dominick, Zvi Aronson

24. Political Tactics  Use of positional authority  Use of the scientific element (expert power)  Deceit and deception  Secrecy, hidden agendas, hidden objectives, all things to all people  Information  Censoring, withholding, distortion  Divide and rule, whistle blowing, appeals to common external threats 24 F.L. Harrison (1992) Advanced Project Management: A Structured Approach, 3 rd ed. New York: Halstead Press. © Peter Dominick, Zvi Aronson

25. Using Influence Strategies 25 In sum, Project managers must develop both personal and positional sources of power – and then they must convert power into influence by applying the appropriate influence strategies. Please do the self assessment “Using Influence Strategies” Pages 285-286 in Whetten and Cameron. © Peter Dominick, Zvi Aronson

26. Influence Strategies  Retribution - intimidation (pressure) or coercion (threats)  Reciprocity - ingratiation (obligate) or bargaining (exchange)  Reason - appeal to values (general principles) or presenting facts (merits and needs) 26© Peter Dominick, Zvi Aronson

27. Your Preferences & Skills  The Three “R’s”  How many people chose each strategy as their first or second choice?  Retribution: 1 st Choice _____ 2 nd Choice _____  Reciprocity: 1 st Choice _____ 2 nd Choice _____  Reason: 1 st Choice _____ 2 nd Choice _____ 27© Peter Dominick, Zvi Aronson

28. When to Use Retribution  Influencer has complete power  Commitment and quality not important  Tight time constraints  Serious violations  Specific, unambiguous requests  Resistance to request is likely 28© Peter Dominick, Zvi Aronson

29. When To Use Reciprocity  Needs are specific and short term  Established exchange norms exist  There is adequate time for negotiating  Parties viewed as trustworthy  Commitment to broad values not critical  Parties mutually dependent 29© Peter Dominick, Zvi Aronson

30. When To Use Reason  There is adequate time for extensive discussion  Common goals/values  Parties share mutual respect  Parties share ongoing relationship 30© Peter Dominick, Zvi Aronson

31. Applying Social Influence Tactics in Organizations  Research shows that consultation, inspirational appeal, and rational persuasion are most frequent  Pressure and legitimizing are less frequently used  Upward influence more likely to use ingratiation and appeals with authoritarian bosses but rational approach with participative bosses  Tactics used are a function of beliefs about the likely effects of actions 31© Peter Dominick, Zvi Aronson

32. Neutralizing Influence Attempts  Retribution  Shift focus from dependence to interdependence  Direct confrontation  Active resistance  Reciprocity  Examine intent  Confront manipulation tactics  Refuse to bargain  Reason  Explain performance effects  Defend your rights  Refuse to comply

33. Neutralizing Influence Attempts  Retribution  Shift focus from dependence to interdependence  Direct confrontation  Active resistance 33© Peter Dominick, Zvi Aronson

34. Neutralizing Influence Attempts  Reciprocity  Examine intent  Confront manipulation tactics  Refuse to bargain  Reason  Explain performance effects  Defend your rights  Refuse to comply 34© Peter Dominick, Zvi Aronson

35. Gaining Power & Influence: Behavioral Guidelines  Pat Simpson – role play  Page 319 -320  Read only your role  Plan you influence tactics (Lynn)  Plan you Neutralizing tactics (Pat)  One observer for each.  Role Play 35© Peter Dominick, Zvi Aronson

36. Gaining Power & Influence: Behavioral Guidelines  Enhance your personal power.  Increase the centrality and criticality of your position.  Increase the latitude and flexibility of your job.  Increase the visibility of your job performance. 36© Peter Dominick, Zvi Aronson

37. Gaining Power & Influence: Behavioral Guidelines  Increase the relevance of your tasks.  Use reason, reciprocity, and retribution influence strategies when and where appropriate.  Neutralize reciprocal and retribution influence strategies as needed.  Sell your issues to senior managers.  Perform in ways that benefit your boss. 37© Peter Dominick, Zvi Aronson