5. What comes to mind when you think of POWER?
POWER
(Star Wars, 1983)
6. What comes to mind when you think of POWER?
POWER tends to
corrupt, and absolute power
corrupts absolutely. Great men
are almost always bad men.
~ Lord Acton (1887).
(Star Wars, 1983)
7. What comes to mind when you think of POWER?
POWER
(Star Wars, 1983)
11. What comes to mind when you think of POWER?
POWER
•The ability of one person or department
in a organization to influence other
people to bring about desired outcomes.
14. Do I have the Power to Influence?
I.Virtually every conversation,
interaction & relationship
involve elements of power.
POWER
15. Do I have the Power to Influence?
I.Virtually every conversation,
interaction & relationship
involve elements of power.
POWER
Definition of Power:
II. An individual or group’s
potential to influence.
16. Do I have the Power to Influence?
I.Virtually every conversation,
interaction & relationship
involve elements of power.
POWER AND INFLUENCE
Definition of Power:
II. An individual or group’s
potential to influence.
17. Do I have the Power to Influence?
I.Virtually every conversation,
interaction & relationship
involve elements of power.
POWER AND INFLUENCE
Definition of Power: Definition of Influence:
III. Putting an individual
II. An individual or group’s
or group’s potential
potential to influence.
to influence in to
action.
18. Do I have the Power to Influence?
I.Virtually every conversation, IV. Influencer’s tactics
interaction & relationship are accepted or denied
involve elements of power. by the influencee.
POWER AND INFLUENCE
Definition of Power: Definition of Influence:
III. Putting an individual
II. An individual or group’s
or group’s potential
potential to influence.
to influence in to
action.
19. Do I have the Power to Influence?
IV. Influencer’s tactics
are accepted or denied
by the influencee.
20. Do I have the Power to Influence?
IV. Influencer’s tactics
are accepted or denied
by the influencee.
21. Do I have the Power to Influence?
IV. Influencer’s tactics
are accepted or denied
by the influencee.
Compliance
22. Do I have the Power to Influence?
IV. Influencer’s tactics
are accepted or denied
by the influencee.
Compliance
How do we decide whether to comply, or not?
26. How do we decide whether to comply, or not?
Subordinate’s Zone of Indifference
27. How do we decide whether to comply, or not?
Subordinate’s Zone of Indifference
•In order for you gain compliance from a
individual (subordinate), your request must fall
inside the individual’s Zone of Indifference.
28. How do we decide whether to comply, or not?
Subordinate’s Zone of Indifference
•In order for you gain compliance from a
individual (subordinate), your request must fall
inside the individual’s Zone of Indifference.
•Requests that do not fall within this
threshold will not render compliance.
29. 2 Catagories of Power in Organizations
1. Interpersonal Power
2. Structural Power
30. Five Sources of Interpersonal Power
Position Power, Authority, Used
1. Legitimate Power
Vertically
Person’s ability to reward follower
2. Reward Power for compliance.
3. Coercive Power Power to Punish
4. Expert Power Person possesses special expertise
Person’s behavior and personality.
5. Referent Power
(e.g., Charismatic leadership
John R. P. Frenck and Bertram Raven, The Basis of Social Power,” in D. Cartwright (ed),
Studies in Social Power (Ann Arbor: Institute for Social Research, University of Michigan,
1959). pp482-521
31. Five Sources of Interpersonal Power
1. Legitimate Power
Prescribed by the
2. Reward Power Organization
3. Coercive Power
4. Expert Power
Grounded in the Individual
5. Referent Power
32. Five Sources of Interpersonal Power
1. Legitimate Power
Leads to
2. Reward Power Compliance
3. Coercive Power Leads to
Resistance
4. Expert Power Leads to
Commitment
5. Referent Power
33. Five Sources of Interpersonal Power
1. Legitimate Power
Theory X
2. Reward Power
3. Coercive Power
4. Expert Power
Theory Y
5. Referent Power
34. Forms of Structural Power
•Distribution of power in an organization is
contingent on the organization’s structure.
1.Authoritative Power
2.Resource Power
3.Decision-Making Power
4.Information Power
5. Network Centrality
35. Forms of Structural Power
1.Authoritative Power
•Same as Formal Power
Weber’s 3 Types of Authority in
Organizations
1. Rational-legalauthority
2. Traditional authority
3. Charismatic authority
Daft L. Richard (2009). Power and Politics. Organization Theory
and Design. Studievereniging Stress; 441-461.
36. Forms of Structural Power
2. Resource Power
• Open channels to: $, People,Technology, etc
• Relies on Authoritative/Formal Power:
‣Usually, organizations allocate resources
downward
‣ Lower level mgrs. must rely on upper level
mgmt. to provided needed resources
37. Forms of Structural Power
3. Decision Making Power
• Degree to which individuals or subunits can
affect decision making.
Decision Making Power involves influencing:
•How the decision is made / the process.
•The alternatives considered.
•When the decision made.
•Does not require Formal Power.
38. Forms of Structural Power
4. Decision Making Power
• Degree to which individuals or subunits can
affect decision making.
Decision Making Power involves influencing:
•How the decision is made / the process.
•The alternatives considered.
•When the decision made.
•Does not require Formal Power.
39. Forms of Structural Power
5. Network Centrality
•Central location of individual or group in an organization
3 Types of Centrality:
1.Degree •Having ties other indivs./groups
Centrality: •The more people you know the more Power
2.Closeness •Being closer to other indivs./ groups.
Centrality: •Could be physical or personal closeness
3.Betweenness •Liken it to being the middle man
Centraility:
42. Forms of Structural Power
5. Network Centrality
LINE Network
E D
F C
G B
A
Hanneman, Robert A.
(2002).
43. Horizontal Power
- Horizontal Power is not defined by the formal hierarchy of the organization.
Some departments have more power than others = subunit power
-Strategic Contingency - An event that is extremely important to
accomplishing organizational goals.
5 Power Sources of Horizontal Power:
1. Dependency
2. Financial Resources
3. Centrality
4. Substitutability
5. Coping with Uncertainty
44. The IllusioN of Power
Milgrim’s Classic Experiment on
Obedience:
Are we smarter than the participants
in this study today?
47. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
48. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
49. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
50. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
51. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
52. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
53. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
54. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
55. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
56. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
57. How motivated do Hey! My van
you feel to comply broke down. Think I
with his request? Could hitch a ride
with you?
Very
Motivated?
Moderately
Motivated?
Neutral?
Not
Motivated?
No Chance
in Hell!?!?
64. Empowerment
- Power sharing, the delegation of power
or authority to subordinates in the
organization.
(Star Wars, 1977 )
65. Empowerment
Reasons organizations adopt empowerment:
1. As a strategic imperative to improve products
or services
2. Because other firms in the industry are doing so
3.To create an unique organization with superior
performance capabilities (best)
66. Empowerment
Reasons empowerment is not embraced:
1. Managers fear the loss of power, control and
authority.
2. Employees are not capable of making responsible
responsible decisions.
3. Prior attempts to empower employees failed.
4. Not everyone wants to be empowered.
67. Elements of empowerment
1. Employees receive information about company
performance.
2. Employees have knowledge & skill to contribute
to company goals
3. Employees have power to make substantive
decisions
4. Employees are rewarded based on company
performance.
68. How does an organization implement empowerment?
The Empowerment Process (accomplished in 5 stages):
1. Diagnose conditions that lead to employee powerlessness
2. Implement and engage employees in empowerment practices
and activities.
3. (A) Remove conditions identified in the first stage.
(B) Feedback to subordinates regarding their self-efficacy
4. Feelings of empowerment among employees.
5. Behaviors of empowerment are adopted by employees.
69. Other Keys to Effectively Empowering Employees
1. Delegating responsibility is contingent on delegating authority too.
2. Must communicate to subordinates that it is OK to make mistakes.
3. Information sharing provides employees with “big picture”
4. T&D so employees can effectively perform new responsibilities.
5. FEEDBACK!!! (Expectancy Theory)
74. Politics: Strategies & Tactics
Politically Oriented Behavior is:
1. Usually outside the legitimate, recognized
power system
2. Designed to benefit an individual or subunit
3. Ofter at the expense of the overall organization
4. Politics are played at all levels of an organization
5. Tactics are perceived differently at all org levels.
75. Political Behavior:
Henery Mintzber identified 13 Political
Games to describe political behavior in
organizations.
Purpose of Political Behavior:
•Resist Authority
•Counter the Resistance to Authority
•Build Power Bases
•Defeat Rivals
•Bring about Organizational Change
76. Political Influence Tactics
9 Specific Tactics Used by individuals to influence their
superiors, co-workers, and subordinates to do what they want:
1.Consultation. • Participation
2.Rational Persuasion. • “Logically Best”
3.Inspirational Appeals. • Values & Ideals
4.Ingratiating Tactics. • Obligation
5.Coalition Tactics. • Peer Pressure
6.Pressure Tactics. • Demands, intimidation, and threats
7.Legitimating. • Claiming authority
8.Personal Appeals • Loyalty & Friendship
9.Exchange Tactics • Future promise
77. Cialdini’s 6 Pervasive Influence Tactics
1.Reciprocation •Obligation to repay what was received.
•Reciprocal Concessions
2.Consistency •Desire to be, and appear to be, consistent.
•Nobody want to be labeled a “flake”
3.Social Validation • Popularity: if a bunch of other do it I will too.
4.Liking • People prefer to say “yes” to those they like.
5.Authority • Claims of experience, expertise or credentials
• Problems arise when claims are false.
6.Scarcity • Items and opportunities become more
attractive as they become less available.
•“limited supply”, “one-of-a-kind”
* Cialdini, Robert (February, 2001). The Science of Persuasion. Scientific
American, 14(1) 2004: 76-81.
78. Currencies: The Source of Influence
•Basis of influence is based on mutually satisfactory exchanges.
•Individuals are influential if their offers are need by others.
•Power = Ability to meet others’ needs.
Common Types of Organizational Currencies:
1.Inspiration-related.
2.Task-related.
3.Position-related.
4.Relationship-related.
5.Personal-related.
*Bradford, D & Cohen, A (Winter, 1989). Influence Without Authority: The Use of Alliances,
Reciprocity, and Exchange to Accomplish Work. Organizational Dynamics, 17(3): 5-7.
79. 4 Keys to Effective Influence
1.Think about the person you want to influence as an ally, not
adversary.
2.Know the world of the potential ally (e.g., their pressures,
needs, goals).
3.Be aware of key goals and available resources that may be
valued by the potential ally.
4.Understand the exchange transaction itself so that win-win
outcomes are achieved.
*Bradford, D & Cohen, A (Winter, 1989). Influence Without Authority: The Use of Alliances,
Reciprocity, and Exchange to Accomplish Work. Organizational Dynamics, 17(3): 5-7.
80. Managing Power Effectively
1.Recognize that there are multiple interests in every
organization.
2.Know what position relevant individuals and groups hold with
respect to issues important to you.
3.Understand that to get things done you must have power, and
in the case of those who oppose you, you must have more
power than they do.
4.Recognize the strategies and tactics through which
organizational power is developed and used.
81. Takeaways
• Outside factors influence our values, behavior, attitudes,
decision-making, personality, etc.
• Being controlled and controlling others is easy --
anybody can do it. But, it’s dangerous when you fail to
understand and recognize what is influencing you to behave,
think, feel, etc. one way or another.
• Nobody can achieve true autonomy when making decisions,
however, an awareness of the Power of Power, Politics and
Influence will allow objectivity and better choices made.
83. Sources
Bradford, D & Cohen, A (Winter, 1989). Influence Without Authority: The Use of Alliances, Reciprocity, and
Exchange to Accomplish Work. Organizational Dynamics, 17(3): 5-7.
Cialdini, Robert (February, 2001). The Science of Persuasion. Scientific American, 14(1) 2004: 76-81.
Hanneman, Robert A. (2002). Introduction to Social network methods: Centrality
and Power. Retrieved October 13, 2009 from, http://www.faculty.ucr.edu/
~hanneman/nettext/C10_Centrality.html#Degree
John R. P. Frenck and Bertram Raven, The Basis of Social Power,” in D. Cartwright (ed),
Studies in Social Power (Ann Arbor: Institute for Social Research, University of Michigan, 1959).
pp482-521
Rymer, Carlos (September 29, 2009). Spiral of Empowerment & Spiral of
Powerlessness. Wordpress.com. Retrieved on October 12, 2009 from, http://
carlosrymer.wordpress.com/2009/09/29/spirals-of-powerlessness-and-
empowerment/
Star Wars Images. (1977-1983). Section Star Wars de Hobbie One, images: Darth
Vader; Luke Skywalker; Luke Skywalker & Yoda; light saber. Retrieved on October
13, 2009 from, http://starwars.france.online.fr/
Editor's Notes
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
What affect does the word “Power” have an affect on you?
How does it make you feel?
Do you feel it’s has POSITIVE or NEGATIVE connotations?
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Cannot have influence without power.
Why do we engage in relationships where a person or group has power over us?
Why do we allow other people to control us?
Why do we engage in relationships where a person or group has power over us?
Why do we allow other people to control us?
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
This threshold can be wider or slimmer depending on the superior’s additional sources of power.
as OD consultants we are more concerned with improvement, maximizing(better word) and effective performance. (e.g., the “above-and-beyond” mentality) as opposed to, “Yeah, I’ll do it. I’ll comply. But just because I don’t care one way or another. Sure. Fine. Whatever. I’ll do it”.
I ask this because
Theory X and Theory Y
Charismatic leadership
Effectiveness of superior’s interpersonal power & Structural Power.
Politics
Influential cri.
2. People respond to different rewards. So, the reward must be of value to the follower.
3. Opposite of Reward Power. Don’t need to have Legitimate Power. Could be co-workers. Based on the fear of being punished, not necissarily the punishment itself.
*Not independent of eachother. An effective manager will use combinations effectively
Every organization has its’ own unique structure. Just like every person is motivated by different rewards.
Based on:
1. beliefs in the legality or rules = most common
2. beliefs in traditions. church,
3. character, individual person.
2. When a person has open channels to resources: $, human, technology, materials, customers, etc....
- Relies on Authoritative/Formal Power.
- In orgs, Resources are allocated downward along the lines of the hierarchy. The higher up= more power to allocate resources.
- Top-level over lower-level managers b/c lower must receive resources from above to accomplish goals.
Degree to which individuals or subunits can affect decision-making = amount of power acquired
Can Influence:
- How the decision-making process occurs.
- What alternatives are considered.
- When a decision is made.
Does not require Authoritative/Formal Power. Could be a person or a sub-unit
Degree to which individuals or subunits can affect decision-making = amount of power acquired
Can Influence:
- How the decision-making process occurs.
- What alternatives are considered.
- When a decision is made.
Does not require Authoritative/Formal Power. Could be a person or a sub-unit
Locate themselves centrally in the organization
Degree Centrality
Betweeness Centrality
Closeness Centrality
When I think of Subunit Power I think of IT departments. Who are pretty low on the organizational totem pole (located in the basement or broiler room in most organizations), but when the systems crashes or people are having computer problems their essential work cannot be accomplished.
e.g. - oscar, who saved the day last week - we couldn’t have done our presentations -- Dr. KrIger wouldn’t have been able to teach us according to his lesson plan -- MGSM would not be able to give us the education we’re paying good money for.... you get it.
2- CU boulder’s football team got a new stadium and our theatre department couldn’t afford tools needed to build sets.
3- flow of information through your department
4- can anyone else do what we do?
5. Foresight and furture oriented predictions- especially for technology
-Development of products- often people who know the products are the ones who work with them every day. (e.g., manufacturing workers at Nucor know what machines are effective and which ones cause hold ups much better than the CEO or other Senior Exec.
-Absorb other units problems- IT
Eg. Since 9/11 nobody will be able to hijack a plane because passengers will not be so obedient.
Eg. Since 9/11 nobody will be able to hijack a plane because passengers will not be so obedient.
self-efficacy=motivation
Remind you of any organization? ...say one we did a case study on recently?
3 (B) increases feelings of self-efficacy.
individuals who are high in self-efficacy = confident & self assured = greater likelyhood of success.
--So, increase in self-efficacy --> strengthens effort-performance expectancies.
Expectancy Theory- feeling like you will succeed increases the likelyhood that you will.
EG the Suck-up is loved by the teacher, but is hated by his classmates.
1. Participating in action planning
2. “logically best”
3. appeals to values or ideals
4. Obligation b/c they did something nice for you
5. Peer pressure
6. demands, intimidation, or threats
7. claiming authority
8. appeal to loyalty and friendship
9. future promise of receiving a reward
*Reciprocal concessions= Foot in the door vs. door in the face technique. Offer something horrible that they will reject, then offer them something less terrible that they might agree to.
6= scaricity= novelty, uniqueness, and the desire to have something that few other people have makes it cool.
*Believed these influencers to be relevant cross-culturally
*Has an evolutionary point of view: in order to survive we sought out the following___________
By understanding persuasion techniques, we can begin to recognize strategies and thus truly analyze requests and offerings.
RELATIONSHIP CRUCIAL.Mutually beneficial. This is cool because Bradford and Cohen seem to take into account the crucially of the RELATIONSHIP. Because you Power only exist in a “relationship” from one person or group to another.
Win-win is crucial. Because even if you are able to influence somebody to do this one thing and they do it. Then the person realizes, “Hey, I got screwed over!” as time advances. That person will be much less motivated to partake in future exchanges.
So, on that note we will wrap up this presentation.
So, on that note we will wrap up this presentation.
