Book description
In organizations today, getting work done requires political and collaborative skills. That's why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the "currencies" they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.
Table of contents
- Acknowledgments
- I. Introduction
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II. The Influence Model
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2. The Influence Model: Trading What They Want for What You've Got (Using Reciprocity and Exchange)
- 2.1. Ignore the Law of Reciprocityat Your Peril
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2.2. Exchange: The Art of Give and Take That Permeates All Influence Tactics
- 2.2.1. Why an Influence Model?
- 2.2.2. Assume All—the Other Person or Group—Are Potential Allies
- 2.2.3. Clarify Your Goals and Priorities
- 2.2.4. Diagnose the Ally's World: Organizational Forces Likely to Shape Goals, Concerns, and Needs
- 2.2.5. Identify Relevant Currencies (What Is Valued):The Ally's and Yours
- 2.2.6. Dealing with Relationships
- 2.2.7. Determine Your Trading Approach: Make Exchanges
- 2.2.8. Outcomes of Exchange: Task and Relationship Are Both Important
- 2.2.9. Exchanges Can Be Positive or Negative
- 2.3. Self-Created Barriersto Influencing
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3. Goods and Services: The Currencies of Exchange
- 3.1. Coin of the Realm: The Concept of Currencies
- 3.2. Frequently Valued Currencies
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3.3. Using Currencies: Complexities and Restrictions
- 3.3.1. Establishing Currency Exchange Rates: How to Equate Apples and Oranges
- 3.3.2. Different Strokes: Few Universal Currencies
- 3.3.3. One Act: Multiple Currencies, Multiple Forms of Payment
- 3.3.4. Currencies Can Be Organizational, Not Just Personal
- 3.3.5. Reframing: Fit the Language to the Culture
- 3.3.6. Make Long-Term Investments
- 3.4. Self-Traps in Using Currencies
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4. How To Know What They Want: Understandingtheir Worlds (And Theforces Acting On Them)
- 4.1. Two Forces That Can Explain All Behavior
- 4.2. How to Know What Might Be Important to the Other Person
- 4.3. Where Are They Headed? Career Aspirations and Personal Background
- 4.4. Gathering Real-Time Data about the World of Others
- 4.5. Barriers to Acting on Knowledge of the Worlds of Important Stakeholders
- 4.6. Alternatives to Creating Distance and Limiting Influence
- 4.7. I Thought You'd Never Ask: Using Direct Inquiry as an Alternative
- 4.8. Barriers to Directness
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5. You Have More to Offer Than You Think if You Know Your Goals, Priorities, and Resources (The Dirty Little Secret about Power)
- 5.1. Power Sources: You Are Plugged In
- 5.2. What Do You Want Anyway? Gaining Clarity on Your Objectives
- 5.3. You Can Influence Even Your Boss
- 5.4. Know Your Needs and Desires, but Don't Forget the Person You Want to Influence
- 5.5. Self-Traps: Power Outages in Making Exchanges
- 5.6. Monitor Your Self-Awareness
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6. Building Effective Relationships: The Art of Finding and Developing Your Allies
- 6.1. Relationships Matter
- 6.2. Adapt to the Preferred Work Style of the Other Person or Group
- 6.3. Action Plan
- 6.4. For Every Season: Increasing Your Work Style Repertoire
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6.5. Other Approaches When the Relationship Is Bad, Yet Needs to Improve
- 6.5.1. Are You Part of the Problem?
- 6.5.2. Assess the World of the Other Person to Understand the Causes of the Offending Behavior
- 6.5.3. Choosing a Task- or Relationship-Centered Improvement Strategy
- 6.5.4. Downplay Personal Feelings and Start to Work
- 6.5.5. Speak Directly about the Relationship Problems
- 6.5.6. When to Proceed with a Task or Initiate a Direct Discussion to Improve a Relationship
- 6.6. Using Exchange Principles to Address Relationship Problems
- 6.7. Reaching Agreement
- 6.8. Conclusion
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7. Strategies for Making Mutually Profitable Trades
- 7.1. Planning Your Strategies for Exchange
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7.2. Strategies That Use the Time Value of Currency
- 7.2.1. Building Credit: Saving for a Rainy Day
- 7.2.2. Sleaze Alert
- 7.2.3. Calling in Past Debts
- 7.2.4. What Can You Do When Others Won't Admit What They Owe?
- 7.2.5. What If Currency Payment Isn't Valued? (I Know You Said You Love Me, but You Never Bring Me Flowers)
- 7.2.6. Borrowing on Credit: Deferred Payment/Collateral
- 7.3. Other Strategic Considerations: Who and Where?
- 7.4. Five Dilemmas to Be Managed during Exchanges
- 7.5. Starting and Stopping the Exchange Process
- 7.6. After the Trading: The Cooling-Out Process
- 7.7. Making Satisfactory Exchanges and Avoiding Self-Traps
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2. The Influence Model: Trading What They Want for What You've Got (Using Reciprocity and Exchange)
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III. Practical Applications of Influence
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8. Influencing Your Boss
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8.1. The Approach
- 8.1.1. Influence Strategy
- 8.1.2. Typical Issues with Bosses
- 8.1.3. Utilizing Partnership to Gain Responsibility/Greater Scope for Your Job
- 8.1.4. Improving the Superior-Subordinate Work Relationship
- 8.1.5. A Tool for Using a Business Approach: Cost-Benefit Analysis
- 8.1.6. Disagreeing without Being Insubordinate
- 8.1.7. True Grit: Being a Worthy Partner
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8.1. The Approach
- 9. Influencing Difficult Subordinates
- 10. Working Cross Functionally: Leading and Influencing a Team, Task Force, or Committee
- 11. Influencing Organizational Groups, Departments, and Divisions
- 12. Influencing Colleagues
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13. Initiating or Leading Major Change
- 13.1. The Importance of Vision
- 13.2. Manage Tension
- 13.3. Identify Key Stakeholders Who Must Be Influenced
- 13.4. How to Influence Distant Stakeholders Who Are Decision Makers
- 13.5. What Do You Have to Offer?
- 13.6. Diagnose and Enhancethe Relationship
- 13.7. Develop Your Exchange Strategy
- 13.8. Change Roles: Moving among Different-Size Groups
- 13.9. Planning versus Calculation
- 13.10. Further Ideas about Change
- 14. Indirect Influence
- 15. Understanding And Overcoming organizational Politics
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16. Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey
- 16.1. Raising Your Ally's Costs—Gradually
- 16.2. When Your Boss Is the Difficult Colleague
- 16.3. Who Has the Power?—Recognizing Your Power, Increasing It, and Using It Appropriately
- 16.4. The Ultimate Escalation:Betting Your Job
- 16.5. Into Every Life Some Rain Must Fall: Rotten Apples and Hardball
- 16.6. Conclusions
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8. Influencing Your Boss
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A. Extended Case Examples Available on the Web
- A.1. The Career of Nettie Seabrooks: Influence against All Odds
- A.2. Warren Peters Navigates a Complex, Multistaged Exchange Process: Working within Organizational Realities
- A.3. Anne Austin Crosses Over: Selling a New Product Idea, and Gaining Access to an Out-of-Reach Job
- A.4. Lessons from a Determined Influencer: The Rise, Fall—and Eventual Resurrection of Monica Ashley, Revolutionary Product Manager
- A.5. Making a Minor Miracle in Montana: Using Influence to Change People and Groups Outside Your Organization
- A.6. Will Wood Sells E-Learning for Training: A Case of Successful Change Implementation
- A.7. Fran Grigsby Kills the $100 Million Project of a Well-Liked Senior Peer: Careful Navigation of Organizational Politics
- B. Additional Resources
- Notes
Product information
- Title: Influence without Authority, Second Edition
- Author(s):
- Release date: March 2005
- Publisher(s): Wiley
- ISBN: 9780471463306
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