Learning Focus for Today
Business Skills
Leadership Skills
Interpersonal Skills
Intrapersonal Skills
Business Skills
 Decision Making & Problem
solving
 Negotiation
• Planning
Leadership Skills
• Motivating talent
 Developing &
communicating vision
• Goal setting
Persuasion
 Persistence
Interpersonal Skills
 Social Skills
 Self-monitoring
 Self Control
Intrapersonal Skills
• Emotional Stability
 Self Control
• Attitudes toward
authority
• Learning style
Teaching Method
Reading/Lecture
Self Assessment Role Play
Cialdini
Influence
Higgins, Judge, Ferris strategy
Thompson &
Leornadelli
•Ugli Orange
Salary
Negotiation
Learning Goals from Lecture on Readings
• Difference between Power & Influence
• How to enact an influence strategy
What is power
• Having personal or positional resources to
change situations or people’s attitudes &
behaviors
Legitimate
Coercive
Reward
Control
over information
Positional Resources
Referent
Expert
Personal Resources
Yukl, 1989
What is Influence
• 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
Yukl, 89; Jensen, 07; Yukl & Falbe 90
Most Effective Influence Tactic
• Rational persuasion
– Explaining the reasons for request;
– using logic to convince person,
– presenting information in support of point of view
Higgins, Judge, Ferris, 2003
Second Most Effective Influence Tactic
• Ingratiation (liking)
– Made me feel important (e.g., “only you have the
brains, talent to do this”);
– praising;
– acting very humbly while making request
Higgins, Judge, Ferris, 2003
Liking
Influence
Example Study supporting the link
Guest liked
Hostess more
Amount of
More
Tupperware
products
purchased
Guest liked
Hostess less
Less
Cialdini
Power vs. influence
• 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
Types of Power & Types of Influence Tactics
Legitimate Coercive Reward
Referent Expert
Inspirational
Ingratiation
Pressure Exchange
Appeals
Rational
to authority
Persuasion
Influence
Appeals to authority
Rational Persuasion
Pressure
Exchange
Ingratiation
Scarcity
Tactics not obviously
linked to a source of
power
Consultation
Coalition
Inspirational
Power
Preference for
consistency
How to enact some influence strategies
Whether similar others are influenced
Exchange Norms
Liking (ingratiation)
Influence
Preference for
consistency
Scarcity
Expertise
Similarity
Liking
Influence
2nd Study supporting the link:
Probability of
purchasing
insurance
policies
High
Similarity* to
Salespersons
High
Low
Similarity* to
Salespersons
Low
Similarity measured in terms of age, religion, politics etc.
Praise/Flattery
Liking
Influence
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
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
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?
Exchange Norms
Influence
Field Study supporting the link
Request
accompanied by
personalized
address labels
Response rate 35%
to Disable
Americans
Veterans
Fund Raising
letter
Request not
accompanied
by gift
18%
Behaviors to enact when using Exchange Tactics
• 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”)
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
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?
Whether similar others
are influenced
Influence
1st Study supporting the link
Probability of
donating to
charity
Long list of
neighbors
who
donated
High
Short list of
neighbors who
donated
Low
Whether similar others
are influenced
Influence
2nd Study supporting the link
Probability of
residents of NY
returning wallet
Another New
Yorker had
returned lost
wallet
Foreigner had
returned lost
wallet
High
Low
Behaviors to enact when using
coalition influence tactics
• Coalition
– Pointing out that many non participants back up
your idea;
– Obtaining support of other participants to back up
your idea
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?
Preference for consistency
Influence
1st study supporting the link
Signed petition for
Did not
establishing a rec centre sign
for the handicapped 2
petition
weeks earlier
Probability of
donating to
charity for
handicapped
High
Low
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
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?
Expertise
Influence
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
Scarcity of Resource
Influence
1st study supporting the link
Told that if they
failed to insulate
their homes they
would lose a
certain amount of
money each day
Likelihood of High
insulating
home
Told that if they
did insulate their
homes they would
gain a certain
amount of money
each day
Low
Scarcity of Resource
Influence
2nd study supporting the link
Told that there
would be a
scarcity of beef in
the future and no
other beef buyer
had this
information
about scarcity
Likelihood of High
buying beef
Told that there
would be a scarcity
of beef in the
future
Low
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
Review
Whether similar others are influenced
Exchange Norms
Liking (ingratiation)
Influence
Preference for
consistency
Scarcity
Expertise
Other influence strategies you may
have used in Fruit Negotiation/Group
Decision Making Exercise or may use
in Salary Negotiation Exercise
Behaviors to enact when using
Consultation influence tactics
• 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
Pressure influence tactics
• Expressing anger verbally;
• demanding that other person do what you
want
Behaviors to enact when using
Inspirational Appeals
• 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
Recall the role of other factors already reviewed…
Type of Relationship between parties
Type of Emotions
Perceptions of Parties
Ability to Invent Options
Type of BATNA
Bargaining Style
Negotiation
What’s next
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
When describing your agreements
explain how these factors affected
your negotiation
Whether similar others are influenced
Exchange Norms
Liking (ingratiation)
Influence
Preference for
consistency
Scarcity
Expertise
When describing your agreements,
explain how these factors affected
your negotiation
Type of Relationship between parties
Type of Emotions
Perceptions of Parties
Ability to Invent Options
Type of BATNA
Bargaining Style
Negotiation
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
Future implications…
• 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.