Summary
- Managers possess multiple power sources and use them to accomplish goals.
- Using power to affect others' thoughts, feelings, or actions is called influence.
- Influence tactics are specific strategies to gain commitment to requests.
- Tactics vary in effectiveness; context and audience matter.
Action Items
- (No date – unassigned) Evaluate current influence tactics for effectiveness across organizational levels.
- (No date – unassigned) Prefer rational persuasion when communicating across all levels.
- (No date – unassigned) Use inspirational appeals and consultation with highly interested stakeholders.
- (No date – unassigned) Avoid pressure as a primary tactic due to risks to satisfaction and performance.
Influence Tactics Overview
- Rational persuasion: use logic, facts, and evidence to persuade others.
- Inspirational appeals: arouse enthusiasm by appealing to values and emotions.
- Consultation: involve others in decision-making to increase buy-in.
- Pressure: use demands, threats, or persistent reminders to force compliance.
Effectiveness By Tactic
| Tactic | Typical Effectiveness | When To Use |
| Rational Persuasion | Effective across all organizational levels | General communication and formal requests |
| Inspirational Appeals | Often effective | When audience cares about outcomes and values align |
| Consultation | Often effective | When stakeholders have high interest or expertise |
| Pressure | Least effective; can backfire | Avoid; only last resort and with awareness of consequences |
Decisions
- Emphasize rational persuasion as the default influence approach.
- Favor inspirational appeals and consultation for engaged audiences.
- Deprioritize pressure due to negative impacts on satisfaction and performance.
Open Questions
- Which specific sources of power are present in our team and how are they used?
- How will we measure changes in satisfaction and performance after altering tactics?
- What training or tools are needed to increase use of rational persuasion and consultation?