Influence Without Authority E-Book

Allan R. Cohen

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 603

Veröffentlichungsjahr: 2011

Beschreibung

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.

Leseprobe

Table of Contents

Cover

Title

Copyright

Dedication

Acknowledgments

PART I: Introduction

CHAPTER 1: Why Influence: What You Will Get from This Book

Why an Influence Model?

Barriers to Influence

Overcome the Barriers: Use an Influence Model to Guide You

The Book’s Organization

PART II: The Influence Model

CHAPTER 2: The Influence Model: Trading What They Want for What You’ve Got (Using Reciprocity and Exchange)

Ignore the Law of Reciprocity at Your Peril

Exchange: The Art of Give and Take That Permeates All Influence Tactics

Self-Created Barriers to Influencing

CHAPTER 3: Goods and Services: The Currencies of Exchange

Coin of the Realm: The Concept of Currencies

Frequently Valued Currencies

Using Currencies: Complexities and Restrictions

Self-Traps in Using Currencies

CHAPTER 4: How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)

Two Forces That Can Explain All Behavior

How to Know What Might Be Important to the Other Person

Where Are They Headed? Career Aspirations and Personal Background

Gathering Real-Time Data about the World of Others

Barriers to Acting on Knowledge of the Worlds of Important Stakeholders

Alternatives to Creating Distance and Limiting Influence

I Thought You’d Never Ask: Using Direct Inquiry as an Alternative

Barriers to Directness

CHAPTER 5: You Have More to Offer Than You Think if You Know Your Goals, Priorities, and Resources (The Dirty Little Secret about Power)

Power Sources: You Are Plugged In

What Do You Want Anyway? Gaining Clarity on Your Objectives

You Can Influence Even Your Boss

Know Your Needs and Desires, but Don’t Forget the Person You Want to Influence

Self-Traps: Power Outages in Making Exchanges

Monitor Your Self-Awareness

CHAPTER 6: Building Effective Relationships: The Art of Finding and Developing Your Allies

Relationships Matter

Adapt to the Preferred Work Style of the Other Person or Group

Action Plan

For Every Season: Increasing Your Work Style Repertoire

Other Approaches When the Relationship Is Bad, Yet Needs to Improve

Using Exchange Principles to Address Relationship Problems

Reaching Agreement

Conclusion

CHAPTER 7: Strategies for Making Mutually Profitable Trades

Planning Your Strategies for Exchange

Strategies That Use the Time Value of Currency

Other Strategic Considerations: Who and Where?

Five Dilemmas to Be Managed during Exchanges

Starting and Stopping the Exchange Process

After the Trading: The Cooling-Out Process

Making Satisfactory Exchanges and Avoiding Self-Traps

PART III: Practical Applications of Influence

CHAPTER 8: Influencing Your Boss

The Approach

CHAPTER 9: Influencing Difficult Subordinates

Core Influence Concepts

Feedback as Exchange

Potential Problem Situations

Final Advice

CHAPTER 10: Working Cross Functionally: Leading and Influencing a Team, Task Force, or Committee

The Challenge of Gaining Commitment

Selection of Members

Understanding What Matters to Members

Increasing the Attractiveness of the Project

Using Vision, a Valuable Common Currency

Your Management Style

Selling Solutions before Formally Presenting Them

CHAPTER 11: Influencing Organizational Groups, Departments, and Divisions

How to Go about Gaining Influence: Applying the Model

Be Persistent: Rome Wasn’t Built in a Day

Ways People Self-Limit Their Influence

Final Advice

CHAPTER 12: Influencing Colleagues

Key Concepts for Dealing with Any Colleagues

Influencing Colleagues from Your Department

Influencing External Colleagues by Using a “Selling Customers” Mind-Set

Knowing the Customer’s World

Be Aware of the Larger System

Escalating Up the Hierarchy

CHAPTER 13: Initiating or Leading

The Importance of Vision

Manage Tension

Identify Key Stakeholders Who Must Be Influenced

How to Influence Distant Stakeholders Who Are Decision Makers

What Do You Have to Offer?

Diagnose and Enhance the Relationship

Develop Your Exchange Strategy

Change Roles: Moving among Different-Size Groups

Planning versus Calculation

Further Ideas about Change

CHAPTER 14: Indirect Influence

Understanding Their World for Likely Concerns, Sensitivities

CHAPTER 15: Understanding andOvercomingOrganizational Politics

The Nature of Organizations

Culture Determines the Way Politics Are Played

Diagnose Stakeholders

Know Yourself—And How You Will Protect Yourself

Lessons from Fran Grigsby’s Political Experiences

CHAPTER 16: Hardball: Escalating toTougher Strategies WhenYou Can No Longer CatchFlies with Honey

Raising Your Ally’s Costs—Gradually

When Your Boss Is the Difficult Colleague

Who Has the Power?— Recognizing Your Power, Increasing It, and Using It Appropriately

The Ultimate Escalation: Betting Your Job

Into Every Life Some Rain Must Fall: Rotten Apples and Hardball

Conclusions

APPENDIX A: Extended Case Examples Available on the Web

The Career of Nettie Seabrooks: Influence against All Odds

Warren Peters Navigates a Complex, Multistaged Exchange Process: Working within Organizational Realities

Anne Austin Crosses Over: Selling a New Product Idea, and Gaining Access to an Out-of-Reach Job

Lessons from a Determined Influencer: The Rise, Fall— and Eventual Resurrection of Monica Ashley, Revolutionary Product Manager

Making a Minor Miracle in Montana: Using Influence to Change People and Groups Outside Your Organization

Will Wood Sells E-Learning for Training: A Case of Successful Change Implementation

Fran Grigsby Kills the $100 Million Project of a Well-Liked Senior Peer: Careful Navigation of Organizational Politics

APPENDIX B: Additional Resources

A. Training Programs

B. Speeches

C. Survey

D. Cases on Influence

Notes

Index

End User License Agreement

List of Tables

CHAPTER 1: Why Influence: What You Will Get from This Book

Table 1.1 Forces Increasing the Need for Influence Skills

Table 1.2 Barriers to Influence

CHAPTER 2: The Influence Model: Trading What They Want for What You’ve Got (Using Reciprocity and Exchange)

Table 2.1 Examples of Reciprocity at Work

Table 2.2 Conditions Requiring Conscious Use of an Influence Model

Table 2.3 Sources of Currencies

Table 2.4 Common Self-Created Barriers to Influencing

CHAPTER 3: Goods and Services: The Currencies of Exchange

Table 3.1 Currencies Frequently Valued in Organizations

Table 3.2 Common Negative Currencies

CHAPTER 4: How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)

Table 4.1 Sample Questions That Do Not Assume Negative Motives

Table 4.2 Summary of Self-Inflicted Barriers to Understanding the Worlds of Others

CHAPTER 5: You Have More to Offer Than You Think if You Know Your Goals, Priorities, and Resources (The Dirty Little Secret about Power)

Table 5.1 Gain Clarity on Your Objectives

Table 5.2 Currencies You Control That Are Valuable to Any Boss

Table 5.3 Self-Awareness Checklist

CHAPTER 6: Building Effective Relationships: The Art of Finding and Developing Your Allies

Table 6.1 Work Style Differences

Table 6.2 Improving Relationships through Task or Relationship Approach

CHAPTER 7: Strategies for Making Mutually Profitable Trades

Table 7.1 Trading Strategies and When to Use Each

CHAPTER 8: Influencing Your Boss

Table 8.1 Ways You Can Limit Yourself in Influencing Your Boss

CHAPTER 9: Influencing Difficult Subordinates

Table 9.1 Tips on the Feedback Process

CHAPTER 10: Working Cross Functionally: Leading and Influencing a Team, Task Force, or Committee

Table 10.1 Percentage of Commitment between Home Assignment and New Grouping

CHAPTER 11: Influencing Organizational Groups, Departments, and Divisions

Table 11.1 Mini-Translation Guide

Table 11.2 Sample Common Situations and Currencies of Different Groups (As Seen by Colleagues in Their Organizations)

Table 11.3 Guidelines for Setting Your Own Goals and Priorities

Table 11.4 Intergroup Image Exchange

CHAPTER 12: Influencing Colleagues

Table 12.1 Personal Issues That Get in the Way of Resolving Influence Problems with Colleagues

CHAPTER 13: Initiating or Leading

Table 13.1 Conditions Likely to Affect Decision Makers

CHAPTER 15: Understanding andOvercomingOrganizational Politics

Table 15.1 Questions to Help Determine How to Operate Consistently within the Political Climate of the Organization

CHAPTER 16: Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey

Table 16.1 Drawing the Line between Influence and Manipulation

Table 16.2 Potential Negative Aspects of Reciprocity and Exchange

List of Illustrations

CHAPTER 2: The Influence Model: Trading What They Want for What You’ve Got (Using Reciprocity and Exchange)

Figure 2.1 Summary of the Cohen-Bradford Model of Influence without Authority

CHAPTER 4: How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)

Figure 4.1 Contextual Forces That Shape Behavior along with Personality

Figure 4.2 Inquiry Map

Figure 4.3 The Negative Attribution Cycle

CHAPTER 6: Building Effective Relationships: The Art of Finding and Developing Your Allies

Figure 6.1 Assessing Costs and Benefits of Behavior

Table 7.1 Trading Strategies and When to Use Each

Figure 7.1 Strategies That Fit Your Power Relative to Your Ally

CHAPTER 8: Influencing Your Boss

Summary of the Cohen-Bradford Model of Influence without Authority

CHAPTER 12: Influencing Colleagues

Figure 12.1 Reciprocal Role Relationship

Guide

Cover

Table of Contents

Begin Reading

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Influence without Authority

Second Edition

ALLAN R. COHEN

DAVID L. BRADFORD

Copyright © 2005 by Allan R. Cohen and David L. Bradford. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone].

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. The publisher is not engaged in rendering professional services, and you should consult a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Cohen, Allan R.

Influence without authority / Allan R. Cohen and David L. Bradford.—2nd ed.

p. cm.

ISBN 0-471-46330-2 (cloth)

1. Organizational effectiveness. 2. Executive ability. 3. Interpersonal relations. I. Bradford, David L. II. Title.

HD58.9.C64 2005

658.4′09—dc22

2004027078

To our wives, Joyce and Eva, who, as our toughest and most supportive colleagues, have taught us the essence of mutual influence in strategic alliances.

Acknowledgments

From the First Edition

Many people have influenced us in positive ways, and we are deeply indebted to them. A number of colleagues read portions of the manuscript in draft form and made helpful suggestions, including J.B. Kassarjian, Lynne Rosansky, Les Livingstone, Jan Jaferian, Farshad Rafii, and Roy Lewicki. Rosabeth Moss Kanter, Barry Stein, Richard Pascale, Jerry Porras, and Jean Kirsch provided useful stimulation over many years. National Training Laboratories gave us the opportunity to develop and test our ideas in a series of workshops for managers. Many wonderful friends and clients provided the rich examples we have used, but regrettably, most must remain anonymous to preserve confidentiality. We thank former students Tom Greenfield, Marianne McLaughlin, Spencer Lovette, and James Wiegel, and good friend Leslie Charm, for their contributions. In addition, our students and clients have been a continuous source of learning. Our editor, John Mahaney, went far beyond the call of duty in helping to shape this book, and we’re almost sorry for all the grief we give him. We very much appreciate the perspective he brought. Sydney Craft Rozen and Louann Werksma buffed our prose, and Nancy Marcus Land’s cheerful wisdom made the production process more than bearable. Tom Hart gave us valuable advice on contract issues. We want to thank Sydney Cohen for preparing the index.

We are very grateful to Babson’s Vice-President for Academic Affairs, Gordon Prichett, the faculty nominating committee, and Ex-President Bill Dill, for choosing Allan to be the first occupant of the Walter H. Carpenter Chair. The selection was perfectly timed to permit concentrated writing effort just when the book needed it, and we literally couldn’t have finished without this opportunity. Although the miracles of word processors let us do most of the typing ourselves, several people at Babson were incredibly helpful in producing draft after draft of the manuscript; for their support we thank Margie Kurtzman, Jim Murphy, Sheila Faherty, as well as George Recck and his angels of computer mercy, Ara Heghinian, Scott Andersen, and especially John Walker, who promptly and patiently rescued lost files and answered countless questions. The Graduate School of Business at Stanford also provided valuable support.

Our extended families have also played an important part in helping us, not only by their encouragement but also by the lessons on influence they teach as we interact with them. For their contributions to our ongoing education, we are forever grateful to our wives, children, parents, brothers, inlaws, aunts, uncles, and cousins—a veritable army of informal instructors.

Additional Acknowledgments to the Second Edition

We are grateful to an additional group of colleagues and managers who have provided us with feedback and examples. Andrea Corney, Anne Donnellon, PJ Guinan, David Hennessey, James Hunt, Martha Lanning, Carole Robin, Phyllis Schlesinger, Mike Smith, Neal Thornberry, and Yelena Shayenzon have built our ideas and helped with the manuscript. Eric Arcese, Timlynn Babitsky, Suzanne Currey, Brian Duerk, David Garabedian, Mary Garrett, Doug Giuliana, Mike Glass, Tony Greco, Fran Grigsby, Jan Jefarian, Sandi Medeiros, Akihiro Nakamura, Efren Olivares, Dan Perlman, Ethan Platt, Carole Robin, Nettie Seabrooks, Scott Timmins, Jim Salmons, Paul Westbrook, all contributed examples in one form or another. We are also deeply appreciative to the hundreds of managers with whom we have worked, who provide criticism, hard-nosed assessment of the utility of our ideas, and wonderful examples of how they struggle with or use influence at work.

The vagaries of publishing have brought us several Wiley editors since the first edition, all of whom we enjoyed, but we worked most closely with Paula Sinnott, Richard Narramore, and Emily Conway. We thank them for forcing us to make the manuscript ever more accessible and useful.

Alas, despite our profound gratitude to a lengthy list of helpful influencers, we can not escape final accountability for the results of their splendid efforts. Only we had the authority to complete this book, and we are responsible for its contents.

A. R. C. D. L. B.

PART IIntroduction

CHAPTER 1Why Influence: What You Will Get from This Book

One of the biggest challenges facing us in UBS-IB (UBS Investment Bank) is the ability to influence others over whom we have no direct authority. Flatter structures, globalization, and cross-functional teams have brought fresh challenges and having to influence people who have different styles or views makes the task even harder.

Being able to influence one’s boss, peers, or top management is often quoted as a key reason for the success or failure of individuals. We all know what we want to achieve, yet are often unsure how to go about it or even who are the key people needing to be influenced.

—Rationale for Course on Strategies for Influencing and Persuasion, MAST, UBS-IB

This is a book about influence—the power to get your work done. You need to influence those in other departments and divisions, that is, people you can’t order and control. You need to influence your manager and others above you, and you certainly can’t order and control them!

But you are not alone: Nobody has the formal authority to achieve what is necessary, not even with those who report to them. It is an illusion that once upon a time managers could make their direct reports do whatever was needed. Nobody has ever had enough authority—they never have and never will. Organizational life is too complicated for that.