Power
The capacity to influence the behaviour of others
- Based on potential, not exercise
- Relational
- Stems from control over valued resources
Asymmetric Dependence = Power
B’s relationship to A, when A possesses something that B needs/values
Dependency –> Power
The capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes
Power increases when:
- You control resources viewed as Important.
- Importance refers to the value of the resource
- Your resources are perceived as Scarce
- Scarcity refers to the uniqueness of a resource
- Your resources have few or NO SUBSTITUTES
- Substitutability refers to one’s ability to find another option that works as well as the one offered.
Formal Bases of Power
- Coercive: Ability to apply punishment
- Reward: Ability to apply reward
- Legitimate: Based on the formal position
Personal Bases of Power
- Expert: Based in knowledge/skills
- Referent: Based on liking and respect
Social Networks
A social network refers to the structure of interactions and relationships between individuals across different domains of your life.
Important for:
- Health and wellbeing
- Career Success
Structural Hole Theory
- The strength of an interpersonal tie is a combination of time, emotional intensity, intimacy, and reciprocal services which characterize the tie
- Strong ties (close relationships)
- Weak ties ( acquaintances)
- Weak ties tend to connect to others who are unrelated to your other ties, making them non-redundant
- Holes are groups that don’t know each other, people who connect holes are “brokers”
- Being a broker has positive outcomes associated
Effects of Power
People with power tend to
- Put their interests ahead of others
- Objectify others
- React to threats against their competence
- Tend to be overconfident
- Lower perspective taking
BUT there can be positive effects
- Helping others
- Energizes and motivates
Influence tactics
How we use our power to shape others’ behaviour.
Influences Tactics Consequences:
- Commitment: Person is enthusiastic about the request and carries the task out
- Compliance: person goes along with the request grudgingly, putting in minimal effort
- Resistance: person is opposed to the request and tries to avoid it
Influence Tactics p.1
Rational persuasion (F.U 54% & CMT 23%: using facts and data to make a logical or rational presentation of ideas
Legitimating: claiming the authority/right to make a request OR showing that it supports organizational goals and/or policies
Personal appeals: appealing to loyalty and friendship when asking for something
Exchange: Offering favours or benefits in exchange for support
Influence Tactics p.2
Ingratiation: using flattery, creating goodwill, and being friendly prior to make a request
Pressure: using demands, threats, and reminders to get someone to fo something
Coalitions: getting the support of other people to provide backing when making a request
Inspirational appeals(F.U 2% & CMT 90%): appealing to values, ideals, and goals when making a request
Consultation (F.U 2% & CMT 55%): getting others involved to support one’s objectives
Rational Persuasion
Particularly ineffective when:
- When people have already made up their minds
(Confirmation bias and the “backfire effect”) - When emotions conflict with and overcome rationality
- Smoking example: Fear-based campaigns can make people feel personally attacked, and feel like their freedoms are being taken away
- Organizational example: in times of change people may have an emotional attachment to the…
Cliadini’s Tactics for Influence
Liking- people like those like them, who like them
Reciprocity- people repay in kind
Social proof- people follow the lead of similar others
Consistency- people fulfill written, public, and voluntary commitments
Authority- people defer to experts who provide shortcuts to decisions requiring specialized information
Tactics for influence
Liking- uncover similarities and use genuine praise
Reciprocity- make the first move – give what you want to receive
Social proof- find the brokers in your organization, and then use their influence
Consistency- make commitments active, public and voluntary
Authority – expose your expertise, do not assume it is self-evident
Scarcity- highlight unique benefits and exclusive information.
Political behaviour- using influence for self-serving goals
- Activities not required as part of an individual’s formal role that influences the distribution of advantages and disadvantages within the organization
Political Behaviour
- Impression management
- Attacking or blaming others
- Withholding or distorting information
- Praising others
- Building coalitions
- Association with influential people
- Creating obligations
Sexual Harassment and it’s form
“Behaviour that derogates, demeans, or humiliates an individual based on that individual’s sex.”
Three forms:
1. Sexual coercion: Threat of punishment or promise of rewards in exchange for sexual favors
2. Unwanted sexual attention: Repeated requests for dates, unwanted sexual touching, sexual assault, etc.
3. Gender harassment: Denigrating, demeaning, hostile attitudes based on sex communicated through joking, offensive materials, obscene gestures etc.
Sexual Harassment cont’d
- Defined in the eyes of the target, but to meet the legal definition must be severe and pervasive
- Need not be explicitly sexual
- Is based on power, not sexual desire
- Can target men or women
Combatting Sexual Harassment
Risk Factors:
- Male-dominated organizations and industries
- High Tolerance of Sexual Harassment Climate, i.e., shared perceptions that reporting is:
Risky (retaliation is likely)
Unlikely to be taken seriously
Ineffectual
Combatting Sexual Harassment
Mitigating Factors:
Climate for respect
Training and reporting systems
Ban forced arbitration clauses
Bystander intervention
