Influence Without Authority.
Allan R. Cohen
Bok Engelsk 2017 · Electronic books.
| Omfang | 1 online resource (308 pages)
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|---|---|
| Utgave | 3rd ed.
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| Opplysninger | Intro -- Title Page -- Copyright -- Dedication -- Foreword -- Acknowledgments -- Part I: Introduction -- Chapter 1: Why Influence: What You Will Get from This Book -- Sachin Bhat Is Asked to Step In -- Why an Influence Model? -- Barriers to Influence -- Overcome the Barriers: Use an Influence Model to Guide You -- Plan, But Do Not Come Across as Self-Seeking -- Get "Two for the Price of One" -- The Book's Organization -- Notes -- 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 -- The Cohen-Bradford Influence without Authority Model -- Self-Created Barriers to Influencing -- Notes -- Chapter 3: Goods and Services: The Currencies of Exchange -- Coin of the Realm: The Concept of Currencies -- Frequently Valued Currencies -- Some Cautions -- Using Currencies: Complexities and Restrictions -- Expanding Your "Currency Pool" -- Self-Traps in Using Currencies -- Pay in the Currency Others Value, Not Just What You Would Value -- Resenting Having to Go Out of the Way -- A Word of Warning: Beware False Advertising -- Last Word: Some Currencies Really Are Not Convertible -- Notes -- 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 -- The Potential Ally's Environment -- Where Are They Headed? Career Aspirations and Personal Background -- The Potential Ally's Worries -- Gathering Real-Time Data about the World of Others -- Just Because It Waddles and Quacks Like a Duck Doesn't Mean It's a Duck: The Dangers of Stereotyping -- Barriers to Acting on Knowledge of the Worlds of Important Stakeholders.. - Get the Lay of the Land -- Collecting Political Information -- Diagnose Stakeholders -- The Importance of Knowing Yourself -- Lessons from Fran Grigsby's Political Experiences at Commuco -- Chapter 16: Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies 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 -- The Calculated Confrontation -- Be Careful of Assuming Malevolence -- Conclusions -- Appendix A: Extended Case Examples and Supplementary Material Available on the Web -- Appendix B: Additional Resources -- Index -- End User License Agreement.. - The "Selective Confirmation" Bias -- Further Decreases in Interaction -- Alternatives to Creating Distance and Limiting Influence -- I Thought You'd Never Ask: Using Direct Inquiry as an Alternative -- Conclusion: Barriers to Understanding the World of Others -- Notes -- Chapter 5: You Have More to Offer Than You Think If You Know Your Goals, Priorities, and Resources -- Power Sources: You Are Plugged In -- What Do You Want Anyway? Gaining Clarity on Your Objectives -- What Are Your Primary Goals and What Are Secondary? -- Personal Factors That Get in the Way -- Reframing a Personal Need into a Possible Benefit to the Boss -- (Jim and Wes) -- Note -- Chapter 6: Building Effective Relationships: The Art of Finding and Developing Your Allies -- Relationships Matter -- Dealing With the Situation When the Relationship Is Bad -- When to Proceed with a Task or Initiate a Direct Discussion to Improve a Relationship -- Conclusion -- Chapter 7: Strategies for Making Mutually Profitable Trades -- Planning Your Strategies for Exchange -- Free-Market Trades: Clear Mutual Gain -- Showing How Cooperation Helps the Potential Ally Achieve Goals -- Uncovering-and Trading For-Hidden Value -- Compensated Costs -- Strategies That Use the Time Value of Currency -- Building Credit: Saving for a Rainy Day -- Sleaze Alert -- Calling in Past Debts -- Borrowing on Credit: Deferred Payment/Collateral -- Other Strategic Considerations: Who and Where? -- Five Dilemmas to Be Managed during Exchanges -- Starting and Stopping the Exchange Process -- After the Exchange: Checking Out the Process -- Making Satisfactory Exchanges and Avoiding Self-Traps -- Note -- Part III: Practical Applications of Influence -- Chapter 8: Gender and Influence: Beyond Stereotypes (Coauthor, Nan Langowitz) -- Introduction -- Conclusions -- Notes -- Chapter 9: Influencing Your Boss -- The Approach.. - True Grit: Being a Worthy Partner -- Notes -- Chapter 10: Working Cross-Functionally: Leading and Influencing a Team, Task Force, or Committee -- The Challenge of Gaining Commitment -- Increasing the Attractiveness of the Project -- Using Vision, a Valuable Common Currency -- Deciding How the Team Will Operate -- Selling Solutions before Formally Presenting Them -- Chapter 11: Influencing Organizational Groups, Departments, and Divisions -- How to Go about Gaining Influence: Applying the Model -- Preferences in How to Be Approached -- Ways People Self-Limit Their Influence -- Note -- Chapter 12: Can You Hear Me: Influencing at a Distance -- Why Influence at a Distance Has Become So Important -- Use of Technology -- When Influence Becomes Very Personal (Sarah Does a Layoff at a Distance) -- Impacts of Distance on Key Steps of the IWA Model -- The Gradual Building of Trust -- Notes -- Chapter 13: Influencing Difficult Colleagues -- Friendly Competitors: "Co-Opetition" -- Overcoming Mistrust -- Dealing with Hard Bargainers -- Treat Everybody as a Long-Term Customer -- Dealing with Colleague Behavior That Is Annoying or Worse -- The Problem of the Colleague's Maddening Behavior -- Notes -- Chapter 14: Initiating or Leading Major Change -- No Money and No Authority -- The Importance of Vision -- Manage Tension -- Identify Key Stakeholders Who Must Be Influenced -- How to Influence Distant Stakeholders -- Is Your Elevator Pitch Ready? -- Influence the Influencers They Listen To -- 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 -- Notes -- Chapter 15: Understanding and Overcoming Organizational Politics -- The Nature of Organizations -- Culture Determines the Way Politics Are Played.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781119347514
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| ISBN(galt) |
