1. Influence, Power, and Politics (An Organizational Survival Kit) Chapter Thirteen

2. “Getting Things Done” Sequence Managing Change Leadership Influence, Power, and Politics Managing Conflict Note: menu of options available to you in an organizational setting

3. Power How does one get things done, even if one has formal authority?

4. Influencing Others Nine Generic Influences Three Influence Outcomes Practical Research Insights Strategic Alliances and Reciprocity Social Power and Empowerment Five Bases of Power Practical Lessons from Research Employee Empowerment Making Empowerment Work 13-1a Chapter Thirteen Outline

5. Organizational Politics and Impression Management Definition and Domain of Organizational Politics Impression Management Keeping Organizational Politics in Check 13-1b Chapter Thirteen Outline (continued)

6. 13-2a  Rational persuasion  Rational persuasion. Trying to convince someone with reason, logic, or facts.  Inspirational appeals.  Inspirational appeals. Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.  Consultation.  Consultation. Getting others to participate in planning, making decisions, and changes.  Ingratiation  Ingratiation. Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery.  Personal appeals  Personal appeals. Referring to friendship and loyalty when making a request. Nine Generic Influence Tactics

7. 13-2b  Exchange.  Exchange. Making express or implied promises and trading favors.  Coalition tactics  Coalition tactics. Getting others to support your effort to persuade someone.  Pressure  Pressure. Demanding compliance or using intimidation or threats.  Legitimating tactics.  Legitimating tactics. Basing a request on one’s authority or right, organizational rules or polices, or express or implied support from superiors. Nine Generic Influence Tactics

8. Three influence outcomes Commitment – will gladly do it Compliance – will grudgingly do it Resistance – will refuse in one way or another to do it –We all know what “no” means? At least most of the time. What does a “yes” mean? Note results of research

9.  Mutual respect.  Openness.  Trust.  Mutual benefit. 13-3 Skills and Best Practices: How to Turn Your Coworkers into Strategic Allies

10. Basis of strategic alliances Reciprocity Social power

11. Reward power:Reward power: Promising or granting rewards. Coercive power:Coercive power: Threats or actual punishment. Legitimate power:Legitimate power: Based on position or formal authority. Expert power:Expert power: Sharing of knowledge or information. Referent power:Referent power: Power of one’s personality (charisma). 13-4 Five Bases of Power

12. 13-6 Figure 13-1 The Empowerment Plan Create Autonomy Through Structure Let Teams Become The Hierarchy Remember: Empowerment is not magic; it consists of a few simple steps and a lot of persistence. Share Information Randolph’s Empowerment Model

13. Political Tactics:  Attacking or blaming others.  Using information as a political tool  Creating a favorable image.  Developing a base of support.  Praising others (ingratiation).  Forming power coalitions with strong allies.  Associating with influential people.  Creating obligations (reciprocity). Impression management: Impression management: “The process by which people attempt to control or manipulate the reactions of others to images of themselves or their ideas.” Organizational politics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.” 13-7 Organizational Politics and Impression Management

14. 13-8 Figure 13-2 Distinguishing Characteristics Cooperative general Cooperative pursuit of general self-interests Cooperative group specific Cooperative pursuit of group interests in specific issues Individual general Individual pursuit of general self- interests Network Level Coalition Level Individual Level Levels of Political Action in Organizations

15. Reduce System Uncertainty Reduce Competition Break Existing Political Fiefdoms Prevent Future Fiefdoms 13-9 Table 13-1 Practical Tips for Managing Organizational Politics

16. Pursuing Political Change City, State, or National Level Resistance to change –Comes from bureaucracy and other stakeholders –Exhibits similar characteristics as discussion on why change is resisted Difficulty in “unfreezing” aspect –Enabling legislation or similar mechanism to facilitate unfreezing

17. Pursuing Political Change Leadership issues –Lead/coordinate diverse group of “advocates” –Lead person within bureaucracy to champion the change Role of influence and politicking to build coalition of “advocates”, allies, etc. and to obtain support for change Managing conflict among allies, etc.