Influence without authority
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Incorporated
[2017]
|
| Edición: | Third edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849132606719 |
Tabla de Contenidos:
- 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.
- 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.
- 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.
