MGT110 - Exam 3

Influencing up

"Effective organizational functioning demands that people have a healthy disrespect for their boss, feel free to express emotions and opinions openly, and are comfortable engaging in banter and give-and-take"

An effective mediator:

(1) is dogged in learning and applying facts, (2) frames the disputed claims into the real issues, (3) maintains neutrality, (4) seeks to understand the underlying interests of each party, validating both sides

The Stages of Effective Negotiations: USE PROCESS TACTICS DURING NEGOTIATIONS

,1. look for key information from the other party (Because a strong BATNA provides an advantage, try to identify your negotiating party's BATNA) 2. make concessions (There is clear evidence that parties feel better about a settlement when the negotiation includes a set of concessions.) 3. Some common forms of leverage (Leverage of Legitimacy, Leverage of Timing, The Leverage of Limited Authority) 4. Some specific process tactics and how to respond (Silence, God/Bad guy, the trial balloon, bait and switch, Outrageous Behavior, Red herring, Bluffing.

The mediation process

- Stabilize the setting - Help parties communicate - Help parties negotiate - Clarify agreement

Social influence weapons: appeals to authority

- appearing professional - is that people generally defer to others whom they believe are experts or authority figures. - "snob appeal," which capitalizes on people's desire to feel that they are somehow better than others. For instance, the American Express Centurion Card (also called the Black Card) is reserved for very-high-income clients.

Social influence weapons: scarcity

- it is rare - Scarcity is based on the idea that when important or desirable things are in short supply, the more attractive they become. - "if you don't buy this house, someone else will"

Managing up

- managing your boss - being a good employee → equity theory in personal exchanges, reciprocity - dependence is one of the main elements to build power → more leverage than people who are not dependent upon - eg. if your boss prefers email then use email - you are more likely to considered to promotion - your first 4 weeks sets the first impression - intentionally about how you present yourself the first couple of times - transitions of being an new employee to be more implemented employee - 5 years of experience vs 5 times 1 year is there growth or are you just doing the same thing every year - do a good job early on - to be an effective leader you need to have power

What get used the most, works least well Why?

- rational persuasion and it works the least well - politics scare people in order to act - social proof issue

Social influence weapons: reciprocity

- somebody does something to you, and you something for them - pay it forward - the small things - Reciprocity can also serve as a very legitimate and important tool in your managerial toolkit. By supporting others when they need it, by making yourself available with your expertise, and by doing the little extra things that need to be done, you will build a greater reservoir of influence

Social influence weapons: friendship/liking

- tend to like others who like us like people who are similar to us - To really get others to like us, we need to uncover genuine similarities between ourselves and them and offer praise when it's deserved. - attractiveness matters

Thomas-Kilmann conflict model: Avoiding is unassertive and uncooperative

- the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation.

Social influence weapons: commitment and consistency

- trying to get you to do something small so you will do something big down the road - "foot-in-the-door" technique. Someone makes a small request, the other person grants it, and a larger request follows. - that once we make a choice, we're more likely to act consistently with that choice

How to manage your boss

-understand the boss's mindset -communicate in the boss's preferred style -know yourself -use the boss's time wisely -come in with a solution and not a problem -giving feedback, provided you express it in a way that is constructive and that she will be willing to hear and act on.

Areas of etiquette that have direct and powerful impact on your success as a manager

1. make a good first impression and introduce others 2. Learn and use names 3. Arrive early to work and meetings 4. Actively build your network 5. Regularly talk a little about yourself 6. be authentic; do not fake it 7. Show appreciation 8. Be smart about social media

The Stages of Effective Negotiations: PREPARE

1. organize the issues 2. talk to other people who have information you need 3. research the parties with whom you'll be negotiating 4. consider your BATNA (A good BATNA reduces your dependence on the other party, putting you in a more powerful position.)

Political skills

= Skills associated with the effective influence of others to act in ways that enhance one's personal and/or organizational objectives,

Dependence

= leads people to do things they may not otherwise do ("I am dependent on Jennifer for baby-sitting, so I will buy my new car from Jennifer's husband," or "Anne controls my raises, so I will pay close attention to what Anne says"). Understanding such relational dependencies is key to understanding your own power and the power of others. Weak ties → characterize indirect relationships with others Strong ties → direct relationships IMPLICATION: is that having positive relationships with many people, and people who are well connected, is an important strategy for finding a job

Best alternative to a negotiated agreement (BATNA)

Alternative a person will be left with if he or she cannot reach a negotiated agreement with another party

OB PLAYBOOK → Essential Actions to Influence Up

Always offer solutions to real problems. Do not confuse raw data with useful information Outline both costs and benefits, being as specific and realistic as you can about both Make a recommendation

Is this an example of power, influence or authority? A company president has the authority to sign a legal contract as a representative of the company.

Authority

Is this an example of power, influence or authority? A mother has the authority to make decisions for her five-year-old daughter, solely because she is the child's mother.

Authority

Is this an example of power, influence or authority? Similarly, a supervisor has the authority to discipline an employee who has been late to work.

Authority

Conformity

Change in behavior to match the responses or behaviors of others

To help the conflicting parties instill trust in him- or herself, the mediator should:

Choose a comfortable, neutral space away from any party's "turf." Schedule short meetings and be involved as little as possible. Listen with an open mind and say little. Be respectful and express only positive opinions of the parties involved. Emphasize a desire to help, without picking sides. Assure the parties that all conversations are held in strict confidence. Be a role mod

The Stages of Effective Negotiations: LIST AND DISCUSS POSSIBLE OPTIONS

Choose among the options As you continue discussing options with the other party, it is often helpful to talk in hypotheticals. Hypotheticals are possible solutions or alternatives that are presented but not agreed to at the time of being posed. An example is "If we were able to move the rollout date forward by six months, would you be able to commit more engineers to the project?" Using hypotheticals lets you explore creative possibilities with less pressure and helps both parties think through issues they had not considered before.

Avoiding

Conflict style in which individuals circumvent their own concerns or those of the other person

Task conflict

Conflict that arises from disagreements over ideas or project content

Relationship conflict

Conflict that arises from incompatible or strained personal interactions

Personal factors

Different personalities and differing long- and short-term goals are typical personal factors. Because they can be emotional and have moral overtones, conflicts stemming from personal factors may be very difficult to resolve. Disagreements about what is factually correct can easily turn into bitter arguments over who is morally right. Even people who are very much alike can have conflict if both want to play the same role

To diagnose an organizational conflict, start by asking yourself these questions:

Do the disputants have access to the same information (conflict source is informational)? Do the disputants perceive common information differently (perceptual)? Are the disputants significantly influenced by their role in the organization (role)? To what stressful factors in the environment might disputants be reacting (environmental)? In what way do disputants' personal differences play a role in the dispute (personal)?

Stalemate

During negotiation, a situation in which no agreement is reached

What song was playing?

I Don't Like Mondays, The Boomtown Rats

OB PLAYBOOK → building a relationship map

Identify significant relationships. These relationships are with individuals on whom you rely to get work done, to obtain resources for you, to give you advice and counsel, to accept your work, or to offer support or information. Write the names of the individuals you identified in step 1 on the accompanying map. Plot them according to where they work (e.g., in your unit, outside your unit but inside your organization, or outside your organization). Indicate the strength of your relationship with each individual. Draw a circle around people with whom you have a strong relationship. Draw a box around those with whom you need to build a better relationship

Hypothetical

In negotiation, a theoretical suggestion or comment that lets one explore creative possibilities with less pressure and helps both parties think through issues they may have not considered

Norms

Informal rules and expectations that groups establish to regulate the behavior of their members

What has been found to be a leading cause of business failure?

Is too much agreement among top management; thus, task conflict that fosters alternate viewpoints and less complacency can be very useful

Conflict is always bad (Myth or truth)

Myth

Conflict is generally a "personality" problem (Myth or truth)

Myth

Mediators are born and not made

Myth

Negotiations create a winner and a loser (Myth or truth)

Myth

You should always negotiate (Myth or truth)

Myth

Blowback effect

Negative consequence of bluffing during a negotiation, in which one's counterpart becomes angry and loses faith in the negotiation process,

Win-lose negotiation

Negotiation approach in which an individual seeks to win the negotiation, thereby causing the other party to lose

Win-win negotiation

Negotiation approach in which an individual works to seek a mutually acceptable solution to the conflict

The Stages of Effective Negotiations: END OF THE NEGOTIATION

Once you have made an agreement, you'll want some level of documentation of the terms, from a verbal agreement and handshake to a formal contract prepared by attorneys. Choose the level with care. If you ask for the agreement in writing: You might offend the other party. In many cultures, especially in Japan and many South American countries, a personal relationship of trust is paramount, and asking for a contract prepared by attorneys is offensive, because it implies that this trust is lacking. You may strain the relationship. If you negotiate with a long-time business partner over a relatively minor issue that you know is important to the partner, your relationship will likely suffer.

Perceptual factors

Perceptual factors exert their influence when people have different images or interpretations of the same thing. In this instance, each person selects the data that support his or her point of view and tends to devalue information that does not support it. Everyone has the same objective (if somewhat vague) information, but different members interpret that information very differently.

Dependence

Power attributed to one individual in a relationship when he or she possesses something that another individual desires

Coercive power

Power base that draws on an individual's ability to control the distribution of undesirable outcomes,

Expert power

Power base that draws on an individual's special skills or knowledge

Legitimate power

Power base that relies on a position in the formal hierarchy of an organization,

best alternative to a negotiated agreement (BATNA), or what we will be left with if we cannot reach a negotiated agreement.

Put simply, our BATNA is usually our current situation (or what we have if we do not negotiate). Then we should do a quick cost-benefit analysis.

Relationship conflict

Relationship conflict is personalized and therefore highly threatening to personal relationships, team functioning, and problem solving. is bad conflict → threatens productivity and interferes with the effort that people put into a task

Authority

Rights inherent in a managerial position

Role factors

Role factors may contribute to conflict when people's roles in an organization are somehow in conflict or the "turf" associated with their position is being challenged.

Zero-sum game

Situation in which a person's gain or loss is exactly balanced by the losses or gains of the other people; when the total gains are added up and the total losses are subtracted, they sum to zero

Commitment

Situation in which a target agrees with a request and strives to carry it out with energy and engagement.

Compliance

Situation in which a target is willing to do what an influencer asks but is not enthusiastic about it,

Mixed-motive situation

Situation in which an individual is motivated to both compete and cooperate

The Stages of Effective Negotiations: UNDERSTAND THE NEEDS OF OTHER PARTIES

So try not to begin a negotiation by stating your position. Begin instead by discussing the needs and interests of both parties. Many skilled negotiators rank listening as one of the most important negotiation skills

Compromising

Style of negotiation in which individuals pursue a mutually acceptable solution that partially satisfies everyone involved

Dominating

Style of negotiation in which there is high concern for oneself and low concern for the other party

Integrating

Style of negotiation in which there is high concern for oneself and the other party, conflict management

Obliging

Style of negotiation in which there is low concern for oneself and high concern for the other party, conflict management

Task conflict

Task conflict is about the ways to address tasks, ideas, and issues and is not related to people's evaluations of others' character. good conflict → induce healthy level of constructive criticism and stimulate more evidence-based discussion

Thomas-Kilmann conflict model: Compromising is moderate in both assertiveness and cooperativeness

The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.

The Stages of Effective Negotiations: EVALUATE HOW WELL IT WENT

The scorecard for an effective negotiation allows you to evaluate three desired outcomes: - All parties believe they made a good deal. Ideally, you want the other parties to believe they have helped rather than hurt themselves by working with you. - The relationship is maintained or even improved. Usually, you negotiate with people with whom you have ongoing relationships, so you hope to sustain a positive relationship after the negotiation is complete. - Each negotiator's constituents are satisfied with the agreement. Other people have to accept the agreement you reach, including your boss, partners, employees, and/or customers.

Influence

The use of power or power in action.

Consider these questions for managing your boss

What is my manager's communication preference—reading e-mails or meeting face to face? Does my manager prefer to be told every detail or to get just high-level overviews? Does my manager like to be involved in my day-to-day work or prefer to be hands-off What is my manager's primary decision-making approach? What is likely to make my manager angry or to elicit negative emotions? What are my manager's most important goals or results to achieve this year?

Environmental factors

When an organization is forced to operate on a shoestring budget, its members are more likely to experience conflict over scarce resources. Scarcity of any kind is an environmental factor that tends to lower the levels of trust people have in one another, which in turn increases the likelihood of conflict

When to negotiate?

When we can improve upon our BATNA We negotiate with others to get them to take on a new assignment or make a trip to another city. We negotiate with our manager to get assigned to high-profile projects. We negotiate purchases from vendors, as well as discounts and deals. We negotiate deadlines with customers, colleagues, or vendors. We negotiate in group meetings to get other people to support our proposed initiatives.

To calculate the benefits of negotiating, consider:

Your current BATNA. is the new opportunity the hassle worth compared to your BATNA The likelihood of achieving a favorable negotiated outcome. The value of the potentially favorable outcomes. The direct costs of negotiating (such as travel). The indirect and opportunity costs (such as lost work time).

Norms

are implicit or explicit codes describing what constitutes acceptable behavior. Some norms are strictly adhered to and some permit a wide range of behavior, but all have a significant influence on behavior in organizations The important lesson is that most behavior in an organization is likely to happen within the norms, so you should know what those norms are and keep in mind how difficult it can be to influence people to break them.

Power in 3

capacity → The word capacity in this definition suggests that individual power can be developed, regardless of a person's title or level within an organization. Authority → one TYPE of power Influence → the USE of power

Bases of power: Expert

flows from an individual's superior knowledge and skill that others require. sense of credibility The most common ways for people to build their expert power is through education, whether it is a college degree, an advanced degree, or specific certifications such as a CPA. Beyond education, however, the acquisition of specific, scarce knowledge is a great way to increase your expert power.

The Third Side in conflicts

is a way of looking at the conflicts around us not just from one side or the other but from the larger perspective of the surrounding community. You can have natural sympathies for one side or the other and still choose to take the Third Side.

Bases of power: Legitimate

is power invested in a role or job position (often called authority, as mentioned earlier). Legitimate power is often sufficient to gain compliance behavior, but it is less effective in inducing engaged and committed action. It can also be difficult to increase, because it is so closely tied to a position fixed within the hierarchy. -give a job title (make it sound like your job have authority)

Conformity

is the act of changing your behavior to match the responses or behavior of others.3 Conformity enables us to feel that we fit in, to feel comfortable with other people, and to have well-understood codes of conduct in society at large. Conformity is an important influence on our actions, especially when no formal authority or power is present.

Bases of power: Coercive

is the capability to force someone to do something against his or her will. It is the power of dictators, despots, and bullies and can result in physical and/or psychological harm in the long term. In the workplace, coercive power takes the form of disciplinary actions, demotions, and job loss. Generally, the threat of firing is considered the most extreme form of coercive power, although the threat of legal action may be a severe coercive inducement as well. Undermines the powerful sources of positive power such as referent power

Bases of power: Referent

is the power of charisma and fame and is commonly enjoyed by celebrities as well as others in highly visible roles. - very individual, build up trust, loyalty, and feel obligated to return - someone you admire - referent power is highly associated with the person, not the position. In the workplace, referent power is normally associated with respect and a good working relationship. In other words, we are generally more willing to respond to a request from a person we admire and respect than from someone we do not.

Authority

is the type of power a person possesses due to his or her position. Formally granted power.

Influence

is the use of power. Getting people to change their behavior. Influence is power in action, and influence tactics serve as the means by which individuals gain and exercise power. Although authority can be an important tool, people need more than just authority to be effective.

Bases of power: Reward

is thus the ability to provide others with rewards they desire in exchange for work you need accomplished. To increase your reward power base, you do need to control some rewards, and this may take a certain amount of creativity, depending on your position. the best way to build reward power is to actually reward people; the more you reward others, the more they realize that you have the power to do so. You want people to see that you reward people

Myths about power

it is inherently corrupt rationality is the best way to influence (TRUTH: in a persuasive speech a emotional hook is the most important, logic next) it is zero sum game comes solely from your position

The employee-manager relationship is perhaps the most important work relationship

it needs to be built on trust and reciprocity

If there is no way to create added value for yourself in a negotiation, you should what?

not be negotiating in the first place.

Power

the capacity to exert influence to control others or events, as well as the capacity to defend against the influence of others. The ability to influence the behavior of another I have to recognize that someone has power over me. I'll do things differently if a person has power over me

What tactics tends to be more effective to be a good influencer?

the most effective influencers engage in multiple tactics, not just one In general, combinations of soft tactics tend to be more effective than combinations of hard tactics. soft tactics are highly effective in influencing others because they evoke emotions that both establish a sense of urgency and help bring people together If our thoughts and emotions are not in full agreement, however, appealing only to rationality leaves open the possibility that we will reject the action based on an emotional objection (in other words, "I don't like the way this change feels")—a reaction that cannot easily be overcome by data.

What if we can't come to a negotiated settlement?

then we use mediation → typically necessary when a lack of trust between two parties bring in an outside party that is objective helps to go through issues remove emotion

Social influence weapons: social proof

when everybody else is doing it, you should do it too Social proof is most influential under two conditions: (1) uncertainty, in which people are unsure about what to do or the situation is unclear and can be interpreted in multiple ways, (2) similarity, in which people are more likely to follow the lead of people who are like themselves.

Informational factors

when people have based their point of view on different sets of facts. In an organization, if people have different information about, say, the priorities of a new executive, they are likely to find themselves in a conflict situation.

Binding arbitration (last option)

you are stuck with the decision

Thomas-Kilmann conflict model: Competing is assertive and uncooperative

—an individual pursues his own concerns at the other person's expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position—your ability to argue, your rank, or economic sanctions. Competing means "standing up for your rights," defending a position which you believe is correct, or simply trying to win.

Thomas-Kilmann conflict model: Collaborating is both assertive and cooperative

—the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other's insights or trying to find a creative solution to an interpersonal problem.

Thomas-Kilmann conflict model: Accommodating is unassertive and cooperative

—the complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view.

Influence tactics and what works: Resistance

→ The influence target is opposed to carrying out the request and will resist accomplishing what is being requested, although that resistance may not be immediately obvious to the influencer. For example, someone might say, "Sure, I'll look into that for you," but with no intention of doing so.

Influence tactics and what works: Commitment

→ The target agrees with the request and strives to carry it out with energy and engagement, often doing more than is requested. Commitment is often referred to as internalization, because people who commit to influence attempts are "all in"—ready to do whatever it takes to accomplish whatever the influencer needs to be done.

Influence tactics and what works: Compliance

→ The target is willing to do what the influencer asks but is not enthusiastic about it. He or she will do only what is requested, nothing more. In general, most people who engage in compliance are doing things they feel they must, but they may not be happy about it.

Feedback is vital

→ When managers don't get feedback from their subordinates regularly, it can have a negative effect on the manager, the employees, and the organization as a whole, because the absence of feedback sends a message that everything is going well

Get the emotional hook first

→ When trying to persuade others, hook them on big ideas that evoke emotions, and support those ideas with good, rational, persuasive evidence

Political skills

→ give us the ability to effectively understand others at work and to use such knowledge to influence them to act in ways that enhance our personal and/or organizational objectives. Political skills combine the most effective influence tactics, resulting in a "disarmingly charming and engaging manner that inspires confidence, trust, and sincerity