1. Power, Influence and Negotiation
Dr. G. Rosentreter Session March 21, 2006

2. Tom Foard requests help from you
Research study of how people describe coaches.
Will be asked to answer the same set of 70 questions for yourself, the worst coach you ever had and the best coach you ever had.
Will take about 20 minutes
Go to:

3. Power
Refers to a capacity that A has to influence the behavior of B so that B does something he or she would not otherwise do

4. Leadership and Power
Leaders use power as a way to attain group goals, and power is a means for facilitating their achievement

5. Power
Types Of Personal and Position Power

6. Bases of Power
Formal
Coercive
Reward
Legitimate
Information

7. Bases of Power
Personal
Expert
Referent
Charismatic

8. Coercive power - One reacts to this power out of fear of the negative results that might occur if one failed to comply

9. Legitimate power - represents the formal authority to control and use organizational resources
Reward power - People comply with the wishes or directives of another because doing so produces positive benefits

10. Information power - comes from access to and control over information

11. Expert power - influence wielded as a result of expertise, special skill, or knowledge
Referent power - based on identification with a person who has desirable resources or personal traits

12. Charismatic power - extension of referent power stemming from an individual’s personality and interpersonal style

13. Experiment about Power
Types of Power
Coercive
Reward
Legitimate
Information
Expert
Referent
Charismatic
Situations
Difficult formal situation
Leading a change initiative
Managing a small intact work team
Inspiring a company to improve
Providing company with consistency in product design/ development
Quickly pulling a new project team together
Doing performance appraisals

14. Clarifying Personal Influence and Power
Positional
Power
Personal Power 

15. … the capacity or potential to exert influence.
Power is …
… the capacity or potential to exert influence.
Personal Power
Power based on expertise, special skills, personality traits, charisma, personal status, or credibility
Positional Power
Power based on formal status, authority, formal control of resources, punishments, or rewards

16. The General Dependency Postulate
The greater B’s dependency on A, the greater the power A has over B

17. What Creates Dependency?
Dependency is increased when the resource you control is
Important
Scarce
Nonsubstitutable

18. Power and Sexual Harassment
Sexual harassment is about power
It’s about one person controlling or threatening another
Supervisor’s power over subordinates for rewards and job security
Co-worker’s influence in denial or delay of information
Subordinate’s highlighting gender stereotypes

19. Political Behavior
Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization
How is the different from power or influence?

20. Factors Contributing to Political Behavior
Individual factors:
Authoritarian
High-risk propensity
External locus of control
High need for power
Autonomy
Security
Status

21. Factors Contributing to Political Behavior
Organizational factors:
Low trust
Role ambiguity
Unclear performance evaluation systems
Zero-sum reward allocation practices
Democratic decision making
High pressures for performance

22. Political Behavior
Very strong evidence indicating that perceptions of organizational politics are negatively related to job satisfaction

23. Political Behavior Increased job anxiety and stress
Leads to self-reported declines in employee performance

24. Influence is …
… the ability to affect the behavior of others in a particular direction,
and the use or expression of power.
Influence tactics are specific types of behaviors used to exert or “spend” power.

25. Power must be expressed with influence tactics to be fully effective.

26. Influence Tactics and Potential Outcomes
Commitment: Enthusiastic response with high- level effort
Compliance: Moderate response with minimal effort
Resistance: Minimal, if any, response with delayed effort
Commitment
Influence
Tactics
Compliance
Resistance

27. Primary Influence Tactics
Rational Persuasion: Using logical arguments and factual evidence
Inspirational Appeals: Making a request or proposal that arouses the person’s enthusiasm
Consultation: Seeking participation and support

28. Secondary Influence Tactics
Ingratiation: Using praise and flattery and friendly, helpful behavior
Personal Appeals: Appealing to feelings of loyalty or friendship
Exchange: Exchanging favors, sharing benefits, establishing reciprocity

29. Secondary Influence Tactics
Coalition Tactics: Seeking the aid and support of others to persuade
Legitimating Tactics: Claiming authority or consistency with organizational policy
Pressure: Demanding, threatening, persistence

30. Influence Tactics Primary Influence Tactics Rational Persuasion
Inspirational Appeals
Consultation
Secondary Influence Tactics
Ingratiation
Personal Appeals
Exchange
Coalition Tactics
Legitimating Tactics
Pressure

31. Negotiation
Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

32. Negotiation Exercise Form into 6 groups of equal size
Make sufficient space between groups that you cannot overhear each other’s conversations. Mics may be live and may record your team’s conversation for the video.
We need 3 Observers/ Scorekeeper. If you have done this exercise before, please be an observer.

33. Negotiation Instructions
The exercise is called “Win As Much As You Can”.
Each team starts with 25 points.
The scoring in on the next slide and the handouts.
Each team must identify their choice simultaneously.

34. Win As Much As You Can - Scoring
= A/B + 3 points B A
= A/B - 3 points B A
= B + 6 points B
= A - 6 points A
= B - 6 points B
= A + 6 points

35. Bargaining Strategies

36. Distributive Bargaining
Negotiating over who gets what share of a fixed pie

37. Integrative Bargaining
Operates under the assumption that one or more settlements exist that can create a win-win solution

38. Getting to Yes – Principled Centered Negotiation
The Problem
Don’t Bargain over Positions
The Method
Separate People from the Problem
Focus on Interests , Not Position
Invent Options for Mutual Gain
Insist on Using Objective Criteria
Yes, But
What if they are more powerful? (BATNA)
What if they won’t play? (Negotiation Jujitsu
What if they use dirty tricks?
Fisher, R., Ury, W & Patton, B. (1991) Getting to yes: Negotiating Agreement without giving in, 2nd Ed., Penguin Books, New York, NY.

39. Issues in Negotiation Decision-making biases
Role of personality traits
Effects of gender and cultural differences on negotiating styles

40. Decision-Making Biases
Irrational Escalation of Commitment
The Mythical Fixed Pie
Anchoring and Adjustments
Framing Negotiations
Availability of Information
Winner’s Curse
Overconfidence

41. Role of Personality Traits
Concentrate on
The issues
The situational factors in each bargaining episode
Not your opponent and his or her characteristics
Evidence shows no significant direct effect on bargaining or negotiation outcomes

42. Gender Differences in Negotiation
Men have been found to negotiate better outcomes than women
Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest

43. Cultural Differences in Negotiations
Cultural context significantly influences...
The amount and type of preparation for bargaining
The relative emphasis on task versus interpersonal relationships
The tactics used
Where the negotiation should be conducted

44. Managing Conflict Competition Collaboration Avoidance Accommodation
Compromise

45. Improving Negotiation Skills
Research Your Opponent
Begin with a Positive Overture
Address the Problem, Not the Personalities
Pay Little Attention to Initial Offers
Emphasize Win-win Solutions
Create an Open and Trusting Climate