1. Business Skills Leadership Skills Interpersonal Skills Intrapersonal Skills Learning Focus for Today

2. Business Skills Decision Making & Problem solving Negotiation Planning Motivating talent Developing & communicating vision Goal setting Persuasion Persistence Leadership Skills

3. Interpersonal Skills Social Skills Self-monitoring Self Control Intrapersonal Skills Emotional Stability Self Control Attitudes toward authority Learning style

4. Teaching Method Reading/LectureSelf AssessmentRole Play Cialdini Higgins, Judge, Ferris Thompson & Leornadelli Influence strategy Ugli Orange Salary Negotiation

5. Difference between Power & Influence How to enact an influence strategy Learning Goals from Lecture on Readings

6. Having personal or positional resources to change situations or people’s attitudes & behaviors What is power Yukl, 1989 Legitimate Coercive Reward Referent Expert Positional Resources Personal Resources Control over information

7. Using one’s personal/positional resources to change people’s behaviors or attitudes –Rational persuasion –Ingratiation (liking) –Exchange of benefits (reciprocity) –Pressure tactics –Appeals to authority (legitimating tactics) –Consultation –Inspirational appeals –Coalition What is Influence Yukl, 89; Jensen, 07; Yukl & Falbe 90

8. Rational persuasion –Explaining the reasons for request; –using logic to convince person, –presenting information in support of point of view Most Effective Influence Tactic Higgins, Judge, Ferris, 2003

9. Ingratiation (liking) –Made me feel important (e.g., “only you have the brains, talent to do this”); –praising; –acting very humbly while making request Second Most Effective Influence Tactic Higgins, Judge, Ferris, 2003

10. InfluenceLiking Example Study supporting the link Guest liked Hostess more Guest liked Hostess less Amount of Tupperware products purchased MoreLess Cialdini

11. Power is not sufficient to result in behavioral or attitudinal change, it is the potential to change Influence is the process of changing –e.g. one needs to have the ability or opportunity to use expertise or information that one has control over to change others/events Power vs. influence

12. Types of Power & Types of Influence Tactics LegitimateCoerciveRewardReferent Expert Appeals to authority Pressure Exchange Inspirational Ingratiation Rational Persuasion

13. Influence Appeals to authority Pressure Exchange Inspirational Rational Persuasion Ingratiation Consultation Power Tactics not obviously linked to a source of power Coalition Scarcity Preference for consistency

14. How to enact some influence strategies Influence Liking (ingratiation) Exchange Norms Whether similar others are influenced Expertise Preference for consistency Scarcity

15. InfluenceLiking 2 nd Study supporting the link: High Similarity* to Salespersons Low Similarity* to Salespersons Probability of purchasing insurance policies HighLow Similarity measured in terms of age, religion, politics etc. Similarity

16. Studies supporting the link: Men liked the individual who praised them most even if the praise was undeserved Positive comments about a person’s attitudes, traits, performance leads to liking and compliance with the comment maker’s request LikingPraise/Flattery Influence

17. Reflect on “how you generated liking” in Fruit Negotiation/Group Decision Making Exercise Describe how you –Enhanced similarity between you and other –Used praise or flattery Explain how that led to a positive outcome

18. Apply what you learned in the Salary Negotiation Exercise As a supervisor/subordinate, make a plan on how you will use the research on liking in your salary negotiations –Write down what specific things will you say/do?

19. Field Study supporting the link InfluenceExchange Norms Request accompanied by personalized address labels Request not accompanied by gift Response rate to Disable Americans Veterans Fund Raising letter 35%18%

20. Exchange of benefits (reciprocity) – Reminding person of past favors that you did for him/her; –Offering an exchange (e.g., “if you do this for me, I will do something for you”) Behaviors to enact when using Exchange Tactics

21. Reflect on “how you established exchange norms” in Fruit Negotiation/Group Decision Making Exercise Describe what you ‘gave’ and how it prompted the other party to ‘return’ the favor Explain how that led to a positive outcome

22. Apply what you learned in the Salary Negotiation Exercise As a supervisor/subordinate, how will you use the research on exchange norms in your upcoming salary negotiations –Write down what specific things will you say/do?

23. 1 st Study supporting the link Whether similar others are influenced Influence Long list of neighbors who donated Short list of neighbors who donated Probability of donating to charity HighLow

24. Whether similar others are influenced Influence Another New Yorker had returned lost wallet Foreigner had returned lost wallet Probability of residents of NY returning wallet HighLow 2 nd Study supporting the link

25. Coalition –Pointing out that many non participants back up your idea; –Obtaining support of other participants to back up your idea Behaviors to enact when using coalition influence tactics

26. Apply what you learned in the Salary Negotiation Exercise As a supervisor/subordinate, how will you use the research on the role of whether similar others are influenced in your upcoming salary negotiations –Write down what specific things will you say/do?

27. 1 st study supporting the link Preference for consistency Influence Signed petition for establishing a rec centre for the handicapped 2 weeks earlier Did not sign petition Probability of donating to charity for handicapped HighLow

28. Preference for consistencyInfluence Filled out a printed form saying they wished to volunteer Did not fill out a printed form stating that they did not wish to volunteer Likelihood of reporting for volunteer duty HighLow 2 nd study supporting the link

29. Reflect on “how you made preference for consistency salient” in Fruit Negotiation/Group Decision Making Exercise Describe what you did and how that led to a positive outcome

30. Apply what you learned in the Salary Negotiation Exercise As a supervisor/subordinate, how will you use the research on the role of public commitment and consistency in your upcoming salary negotiations –Write down what specific things will you say/do?

31. Non-experimental study supporting link Stroke patients were more likely to comply with their exercise regime after they left the hospital when the physical therapists’ credentials were left on the walls of the therapy room InfluenceExpertise

32. InfluenceScarcity of Resource Told that if they failed to insulate their homes they would lose a certain amount of money each day Told that if they did insulate their homes they would gain a certain amount of money each day Likelihood of insulating home HighLow 1 st study supporting the link

33. InfluenceScarcity of Resource Told that there would be a scarcity of beef in the future and no other beef buyer had this information about scarcity Told that there would be a scarcity of beef in the future Likelihood of buying beef HighLow 2 nd study supporting the link

34. Apply what you learned in the Salary Negotiation Exercise As a supervisor/subordinate, write down specific things you will say/do to incorporate the research on the role of following factors in negotiation –Expertise –Scarcity of resources

35. Review Influence Liking (ingratiation) Exchange Norms Whether similar others are influenced Expertise Preference for consistency Scarcity

36. Other influence strategies you may have used in Fruit Negotiation/Group Decision Making Exercise or may use in Salary Negotiation Exercise

37. Told person what you are trying to accomplish and asked if person knew of a good way to do it; Actively sought person’s input with regard to a decision Behaviors to enact when using Consultation influence tactics

38. Expressing anger verbally; demanding that other person do what you want Behaviors to enact when using Pressure influence tactics

39. Using charisma to arouse person’s interest and support for your ideas and proposals; Describing your proposal or change with enthusiasm and conviction that it is important and worthwhile Behaviors to enact when using Inspirational Appeals

40. Recall the role of other factors already reviewed… Negotiation Type of Relationship between parties Type of Emotions Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style

41. Theoretical Understanding from Readings Practical Application –Do Salary Negotiation Exercise –Complete influence style questionnaire for self and other in the salary negotiation exercise & give each other feedback –Discuss learning from Salary Negotiation Exercise What’s next

42. When describing your agreements explain how these factors affected your negotiation Influence Liking (ingratiation) Exchange Norms Whether similar others are influenced Expertise Preference for consistency Scarcity

43. Negotiation Type of Relationship between parties Type of Emotions Perceptions of Parties Ability to Invent Options Type of BATNA Bargaining Style When describing your agreements, explain how these factors affected your negotiation

44. Reflecting on influence strategies you used How did you implement them? Did your partner “notice them” as you intended? How effective were they? What are the implications of –Your partner feedback on the influence strategies you will use in the future? –The effectiveness of your influence strategies

45. Compare & contrast your experience in this role play with experiences you may have had in real salary discussions Identify one thing you learned from your experiences in this role play that you think may be useful in your next real salary negotiation. Future implications…