Power and Politics in Organizations

Power in Organizations

Power : Ability of an individual (or department) to influence other people (or departments) to do something they
would otherwisenot have done.

Authority: Right to achieve desired outcome but only as prescribed by formal hierarchy and reporting relationships

1.Derived from organizational position

2.Receives compliance from subordinates

3.Flows down the organizational hierarchy

Power: Power refers to the ability of an individual or department to influence others to take certain actions or
behave in a certain way. It is the capacity to make things happen or to get others to do something they might not
have done otherwise.

Example: In an organization, the Human Resources (HR) department holds significant power. They have the ability to
influence various aspects of employee management, such as recruitment, performance evaluations, and training
programs. HR can use their power to shape the organization's culture, policies, and practices, ultimately influencing
the behavior and actions of employees.

Authority: Authority, on the other hand, refers to the legitimate right and ability to achieve desired outcomes based
on the formal hierarchy and reporting relationships within an organization. It is the sanctioned power granted to an
individual or department within their designated role or position.

Example: The CEO of a company holds authority over all departments and employees within the organization. This
authority is derived from their position at the top of the organizational hierarchy. The CEO has the right to make
critical decisions, set strategic goals, and allocate resources in alignment with the company's vision and objectives.

1. Derived from organizational position: Power is often derived from an individual's position or role within the
organizational structure. Positions higher up in the hierarchy typically hold more formal power and influence due
to their authority over subordinates.

For example, a senior manager has more power and influence than a junior employee due to their higher position in
the organizational structure. The senior manager's power stems from their authority to make decisions, allocate
resources, and guide the work of subordinates.

2. Receives compliance from subordinates: Power is demonstrated when individuals or departments receive
compliance from others. Compliance refers to the act of following or carrying out the instructions, requests, or
decisions of someone with power and authority.

For instance, a department manager has the power to assign tasks to their team members. When team members
comply with these assignments and complete the tasks as instructed, it indicates that the manager's power is
effective in influencing their behavior.

3. Flows down the organizational hierarchy: In most organizations, power and authority flow down the
organizational hierarchy. Those in higher positions have the power to influence and make decisions that impact
those in lower positions.

For example, a project manager has the authority to make decisions and provide instructions to the project team
members. The power and influence flow from the project manager to the team members, who are expected to
follow the manager's directives.

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It's important to note that power and authority can vary based on factors such as expertise, relationships, and
personal qualities. Additionally, power can be formal or informal, and individuals or departments can possess varying
degrees of power within an organization.

Example: Sarah is the Vice President of Sales in a manufacturing company. She holds a position of authority within
the organization's formal hierarchy. As the VP of Sales, Sarah has the power to influence other departments and
individuals to achieve certain outcomes related to sales.

1. Derived from organizational position: Sarah's power is derived from her position as the Vice President of
Sales. This position grants her the authority to make decisions, allocate resources, and set goals and targets
for the sales department.

For example, Sarah has the authority to hire and fire employees, establish sales strategies, and negotiate contracts
with clients. Her position gives her the power to make these decisions and expect compliance from her subordinates.

2. Receives compliance from subordinates: Sarah's power is also demonstrated by the compliance she receives
from her subordinates. Due to her position of authority, employees within the sales department are
expected to follow her directives, adhere to sales targets, and work towards achieving the goals set by Sarah.

For instance, if Sarah sets a goal to increase sales by 10% in the next quarter, the sales team is expected to work
towards achieving this target and follow Sarah's guidance and instructions.

3. Flows down the organizational hierarchy: Power in this example flows down the organizational hierarchy.
Sarah, being in a higher position, has the authority and power to influence and direct employees who are
lower in the hierarchy.

For example, Sarah may instruct a sales manager to allocate more resources to a specific sales campaign or to focus
on a particular market segment. The power and authority flow from Sarah to the sales manager, who then influences
the sales representatives within their team.

It's important to note that power and authority can vary across organizations and individuals. Different positions and
roles within the organization's hierarchy may have varying levels of power and authority, and it's the combination of
these factors that shape the dynamics of influence within an organization.

Q: Can you have authority without power?

No, authority and power are closely linked concepts, and it is difficult to have authority without power. Authority
typically comes with a certain level of power or influence, as it is the legitimate right to make decisions and achieve
desired outcomes within a specific role or position.

Authority is derived from the formal hierarchy and reporting relationships within an organization. It is granted to
individuals based on their position and responsibilities. This authority allows them to exercise control, allocate
resources, and guide the actions of subordinates.

Power, on the other hand, refers to the ability to influence others and get them to do something they might not have
done otherwise. Power can stem from various sources such as expertise, relationships, control over resources, or
personal qualities.

While authority is associated with a formal position and hierarchical structure, power can exist in both formal and
informal capacities. Individuals who possess power, whether derived from their position or other sources, can exert
influence even without formal authority.

In summary, authority is a form of formal power that is granted based on the organizational structure, while power
can exist in different forms and can extend beyond formal authority. However, it is challenging to have authority
without power, as authority inherently implies having the ability to influence and make decisions within a certain
scope.

it is possible to have authority without power, but it may limit the effectiveness of that authority.

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Authority is the legitimate right to make decisions and take actions within a certain role or position. It is derived from
the formal structure and hierarchy of an organization. However, authority alone does not guarantee that others will
comply or follow the directives of the person in authority.

Power, on the other hand, refers to the ability to influence others and get them to act in a certain way, regardless of
formal authority. Power can be derived from various sources such as expertise, relationships, control over resources,
or personal charisma.

In some cases, an individual may hold a position of authority but lack the necessary power to effectively influence
others. For example, a newly appointed manager may have the authority to make decisions, but if they lack the
expertise or trust of their team members, they may struggle to exert influence and gain their support.

On the other hand, someone may have power and influence within an organization without formal authority. This
can happen when individuals are highly skilled, have strong relationships, or possess unique knowledge that others
rely on.

So, while it is possible to have authority without power, the effectiveness of that authority may be limited. Power can
enhance the ability to influence others and achieve desired outcomes, even without formal authority.

Zone of indifference: Range in which attempts to influence another person (or department) will be perceived as
legitimate and followed without much thought. All managers strive expand their employees’ zone of indifference.

The concept of the "zone of indifference" refers to the range or scope within which an individual is willing to accept
and comply with requests or directives from others. It represents the level of influence that a manager or leader has
over their employees, where compliance is expected without much resistance or questioning.

Managers aim to expand their employees' zone of indifference by establishing credibility, trust, and effective
communication. When employees have a high level of trust in their manager and believe that the manager's requests
are reasonable and aligned with their interests, they are more likely to accept and comply with those requests
without hesitation.

Expanding the zone of indifference involves creating a positive work environment, fostering open and transparent
communication, providing clear expectations, and demonstrating competence and fairness. When employees
perceive their manager as competent, supportive, and respectful, they are more likely to trust their decisions and
willingly comply with their directives.

Effective managers also understand the importance of building strong relationships with their employees. By
investing time and effort into understanding individual needs, providing support, and recognizing achievements,
managers can cultivate a sense of loyalty and commitment among their employees. This, in turn, expands the
employees' zone of indifference as they become more receptive to the manager's influence and guidance.

However, it is important to note that expanding the zone of indifference should not be seen as a means of exerting
excessive control or suppressing independent thinking. It is crucial to maintain a balance between influencing
employees and allowing for autonomy and creativity within their roles.

By focusing on building trust, effective communication, and supportive relationships, managers can expand their
employees' zone of indifference, leading to a more productive and collaborative work environment.

French & Raven’s Five Forms of Interpersonal Power

French and Raven's Five Forms of Interpersonal Power is a model that describes different sources or bases of power
that individuals can possess in interpersonal relationships. These forms of power are commonly observed in various
social and organizational contexts. The five forms of interpersonal power identified by French and Raven are:

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1. Legitimate Power: This power is based on a person's position or role within a formal organizational structure. It is
derived from the authority granted to individuals by the organization. For example, a manager has legitimate
power over their subordinates by virtue of their position within the hierarchy.

Mahatma Gandhi had legitimate power as a political and spiritual leader during India's independence movement.
He was respected and followed by millions of people due to his influential position. Similarly, the CEO of Coca-
Cola holds legitimate power based on their position within the organization, which grants them authority to
make decisions and direct the company

2. Reward Power: Reward power is based on an individual's ability to provide rewards or incentives to others. This
power arises when someone has control over desired resources, promotions, recognition, or other benefits that
others value. For instance, a supervisor who can grant bonuses or offer promotions wields reward power.

Mahatma Gandhi did not hold formal positions of authority or control significant resources to offer rewards.
However, a CEO of Coca-Cola can have reward power by providing bonuses, promotions, or other perks to
motivate and influence employees.

3. Coercive Power: Coercive power is derived from an individual's ability to impose negative consequences or
punishments. It involves the use of threats, penalties, or disciplinary actions to influence others. A manager who
can reprimand or terminate employees has coercive power.

Mahatma Gandhi did not possess coercive power as he was known for his philosophy of nonviolence and
peaceful resistance. However, a CEO of Coca-Cola might have coercive power by being able to impose penalties,
withhold rewards, or terminate employees.

4. Referent Power: Referent power is based on the attractiveness, charisma, or admiration that one person has for
another. It arises when individuals are inspired or influenced by someone they respect, admire, or want to
emulate. Celebrities or influential leaders often possess referent power.

Mahatma Gandhi had tremendous referent power as he was highly respected and admired for his integrity,
moral values, and commitment to nonviolence. People were inspired by his character and followed him willingly.
The CEO of Coca-Cola might also possess referent power if they have a strong personal presence, charisma, and
the ability to inspire and motivate employees through their leadership style.

5. Expert Power: Expert power is derived from a person's knowledge, skills, expertise, or competence in a particular
area. It is based on the perception that the person has valuable knowledge or experience that others need or
respect. For example, a highly experienced and knowledgeable engineer may possess expert power within an
engineering team.

Mahatma Gandhi possessed expert power through his deep understanding of philosophy, nonviolent resistance, and
political strategy. His ideas and wisdom attracted followers and influenced people. In the case of Coca-Cola, the CEO
might have expert power by having extensive knowledge and experience in the beverage industry, which enhances
their ability to make informed decisions and gain respect from employees

It's important to note that these forms of power can coexist and interact with one another. Effective leaders and
individuals who have a positive impact on others often combine different forms of power to influence and motivate
others effectively. Additionally, the appropriate and ethical use of power is crucial for maintaining healthy and
productive relationships within organizations and society.

Which form of power is most effective? out of above 5 types of power

The effectiveness of a particular form of power depends on various factors, including the situation, the individuals
involved, and the context in which it is applied. There is no definitive answer as to which form of power is the most
effective, as each form can have its own advantages and limitations. However, some forms of power tend to be more
positively received and have a greater potential for long-term influence.

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Referent power, which is based on personal charisma, admiration, and respect, is often considered highly effective.
When individuals have referent power, others are more likely to be influenced by their values, beliefs, and behaviors.
This type of power is based on positive relationships and genuine connections with others, making it a persuasive
and influential form of power.

Expert power, derived from knowledge, skills, and expertise in a particular area, is also typically effective. When
individuals possess a high level of expertise, others trust and respect their judgment, leading to increased influence.
Expert power is particularly influential in situations where knowledge and specialized skills are valued.

It's important to note that the effectiveness of power also depends on the ethical use of that power. Power can be
used for both positive and negative purposes, and the ethical use of power is crucial for long-term success and
sustainability. Leaders who demonstrate fairness, integrity, and ethical decision-making are more likely to effectively
use their power and gain the trust and support of others.

Ultimately, the most effective form of power may vary depending on the specific circumstances and the individuals
involved. A combination of different forms of power and a holistic approach to leadership can often yield the best
results.

Sources of group control :

1. Ability to help other groups manage uncertainty

Product development team preventing decline of market share

Analytics team providing accurate predictions

2. Discretion over organizational processes

CEO’s office determines the total number of annual hires and departments comply. Explain i details

In organizations, groups can possess power based on their control over critical resources and strategic contingencies.
Let's explore these sources of power in more detail:

1. Control over Critical Resources: Groups that have control over critical resources within an organization hold
significant power. These resources can include financial capital, key information, specialized equipment or
technology, access to key markets or distribution channels, or even key personnel. By controlling these resources,
the group can influence and shape the actions and decisions of other groups or individuals who are dependent
on those resources.

For example, a group within an organization that has control over the budget allocation process holds significant
power. They can decide how funds are distributed among different departments or projects, giving them influence
over the priorities and activities of those departments or projects.

2. Control over Strategic Contingencies: Strategic contingencies refer to activities or functions that other groups or
individuals depend on to achieve their goals. Groups that control these strategic contingencies have a higher
degree of power because they have the ability to influence or disrupt the functioning of other groups.

For instance, a group responsible for IT infrastructure and support holds power through control over the
organization's technological systems. They can influence the availability and functionality of critical systems, thereby
impacting the work of other groups and their ability to meet their objectives.

It's important to note that the exercise of power by these groups should be in line with the organization's overall
goals and values. Power should be used responsibly and ethically to ensure the smooth functioning of the
organization and the achievement of collective objectives.

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1. Ability to Help Other Groups Manage Uncertainty: When a group has the ability to help other groups manage
uncertainty, it gains power and influence. This can be achieved through specialized knowledge, skills, or
resources that enable the group to provide valuable support to other groups.

For example, a product development team that consistently creates innovative and successful products can help
prevent the decline of market share for the organization. By introducing new and appealing products to the market,
they provide valuable support to the marketing and sales teams, ensuring the organization's continued success.

Similarly, an analytics team that can provide accurate predictions and insights based on data analysis can help other
groups make informed decisions. This ability to manage uncertainty and provide valuable information establishes the
analytics team as a powerful group within the organization.

2. Discretion over Organizational Processes: Groups that have discretion over important organizational
processes hold power. This means they have the authority to make decisions or set guidelines that impact
other groups' activities and operations.

For instance, the CEO's office having the authority to determine the total number of annual hires can significantly
influence the workforce composition and allocation of resources within the organization. Other departments and
teams must comply with these decisions, demonstrating the CEO's office's power over organizational processes.

By controlling and exercising discretion over crucial processes, groups can shape the organization's direction,
resource allocation, and overall functioning.

It's important to recognize that with power also comes responsibility. Groups that possess control should use their
power in a fair and ethical manner, considering the organization's best interests and the needs of other groups.
Collaborative and transparent decision-making processes can help ensure that power is exercised effectively and in
alignment with the organization's goals.

Sources of Power Among Groups in Organizations 1. Centrality in the organization structure 2. Non-substitutability:
Performing non-replicable tasks for the organization. Access to differentiated labor and know-how IT Specialists with
admin access to all computers in the organization network. flow of the organization from computers manufactures,
system analyst, programmers, to director information technology to board of directors

You have mentioned two additional sources of power among groups in organizations:

1. Centrality in the Organizational Structure: Groups or individuals who hold central positions within the
organizational structure have a higher degree of power. This can be due to their involvement in key decision-
making processes, access to information, or being responsible for critical functions within the organization.

For example, a group that directly reports to the CEO or holds positions in the top management team has a central
role in the organization's decision-making processes. Their recommendations and influence carry more weight, giving
them greater power compared to other groups.

2. Non-Substitutability: Groups or individuals who possess unique skills, knowledge, or expertise that are not
easily replicable or replaceable by others in the organization hold significant power. Their specialized
contributions make them indispensable for the organization's success.

For instance, IT specialists who have admin access to all computers in the organization's network possess non-
substitutable power. They have the ability to control and manage critical information systems and infrastructure,
making them indispensable for day-to-day operations and the organization's overall functioning.

The flow of power in the organization from computer manufacturers, system analysts, programmers, the director of
information technology, and the board of directors represents the hierarchical structure and decision-making
authority within the IT function. Each level in the hierarchy exercises power and control based on their role and
responsibilities in managing the organization's IT systems.

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It's important to note that the distribution of power can vary across organizations and contexts. Different factors and
sources of power can have varying levels of effectiveness depending on the specific dynamics and needs of the
organization.

example of Niccolo Machiavelli

An example of Niccolò Machiavelli's ideas on power can be seen in the historical figure of Cesare Borgia. Cesare
Borgia was an Italian nobleman and military leader during the Renaissance period, and he served as a source of
inspiration for Machiavelli's famous work, "The Prince."

Cesare Borgia is often cited as an example of a leader who implemented Machiavellian principles to gain and
maintain power. He was known for his ruthlessness, strategic thinking, and willingness to employ any means
necessary to achieve his objectives.

One of Cesare Borgia's notable actions was his successful conquest of the Romagna region in Italy. To achieve this, he
employed a combination of force, cunning, and manipulation. He formed alliances when advantageous and swiftly
eliminated any potential threats to his power. Cesare Borgia's actions demonstrated Machiavelli's belief that leaders
should prioritize their own interests and use whatever means necessary, including deceit and violence, to secure
their power and control.

Machiavelli observed and admired Cesare Borgia's ability to consolidate and maintain power, even in challenging
circumstances. He saw Cesare Borgia as a prime example of the effectiveness of employing fear and manipulation as
tools for political success.

It's important to note that Machiavelli's views on power and leadership have been subject to much debate and
interpretation. While some may view Cesare Borgia as an exemplification of Machiavellian principles, others argue
that his actions were driven by a unique historical context and cannot be universally applied.

Demonstrations of Power in Organizations

1. Ability to intercede for others in trouble 2. Ability to bend organization-wide financial rules like budgets and raises
3. Ability to get executive attention and include one’s agenda items in leadership meetings 4. Receiving information
about upcoming organization changes before everyone else 5. Having leaders & subordinates seek out one’s opinion
during crisis.

Demonstrations of power in organizations can take various forms. Here are some examples:

1. Ability to intercede for others in trouble: When an individual has the power to advocate for or protect others
within the organization, it demonstrates their influence and ability to exert control over decisions that affect
people's outcomes. For example, a manager who can intervene on behalf of their subordinates to resolve
conflicts or protect them from disciplinary actions wields power.

2. Ability to bend organization-wide financial rules: When someone has the authority or influence to deviate from
established financial rules, such as budgets and raises, it signifies their power within the organization. This could
be seen in a senior executive who can secure additional resources for their department or negotiate higher salary
increases for their team members.

3. Ability to get executive attention and include one's agenda items: Having the power to capture the attention of
top-level executives and influence the topics discussed in leadership meetings showcases one's ability to shape
the organization's direction. This could be demonstrated by a high-ranking manager who consistently presents
compelling ideas and initiatives that are given serious consideration by senior leaders.

4. Receiving privileged information about upcoming organizational changes: When an individual is privy to
confidential information or is among the first to know about significant organizational changes, it indicates their
power and access to critical knowledge. For instance, a trusted advisor to the CEO who is briefed on strategic
plans before they are communicated to the wider organization holds a position of influence.

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5. Having leaders and subordinates seek out one's opinion during crises: When people turn to a specific individual
for guidance and input during challenging situations, it signifies their perceived power and expertise. This could
be observed in a team leader who is sought after for their problem-solving abilities and strategic thinking during
times of crisis or uncertainty.

These demonstrations of power highlight individuals who possess influence, control, and access to resources or
information within the organization. They showcase the dynamics of power relationships and how certain individuals
can shape outcomes and decision-making processes.

Some Symbols of Executive Power 1. Office furniture Bigger offices, locked cabinets, expensive desks 2. Attire 3. Time
power 4. Others available for you over phone and for menial tasks

Symbols of executive power can manifest in various ways. Here are some examples:

1. Office furniture: Executives often have larger offices with prestigious furniture, such as luxurious desks and
comfortable chairs. They may also have locked cabinets or private spaces that indicate their higher position and
the confidentiality of their work.

2. Attire: Executives may dress in a more formal or professional manner compared to other employees. They might
wear expensive suits, tailored clothing, or high-end accessories that signify their status within the organization.

3. Time power: Executives often have greater control over their schedules and can allocate their time according to
their priorities. They may have fewer interruptions, attend important meetings, and have the flexibility to allocate
their time as they see fit.

4. Availability of others for menial tasks: Executives may have personal assistants or administrative staff who are
readily available to assist them with various tasks, including scheduling appointments, managing
correspondence, or handling administrative duties. This availability of support staff signifies the executive's
importance and allows them to focus on more strategic matters.

5. Access to privileged information and decision-making: Executives often have access to sensitive information,
strategic plans, and key decision-making processes that are not accessible to lower-level employees. This access
demonstrates their authority and control over critical aspects of the organization.

It's important to note that symbols of executive power can vary depending on the organizational culture and context.
These symbols may serve as visual cues or indicators of an executive's position, authority, and influence within the
organization.

Political Activity in Organizations Activities not officially sanctioned by the organization but taken to influence others
to meet one’s personal or team goals. What triggers political behavior? Ambiguous goals, blurred lines of authority,
scarcity of resources Is organizational politics good or bad?

Organizational politics refers to the informal activities and behaviors employed by individuals or groups within an
organization to influence others and achieve personal or team goals, even if these actions are not officially
sanctioned.

Several factors can trigger political behavior in organizations, including:

1. Ambiguous goals: When organizational goals or expectations are unclear or subject to interpretation,
individuals may engage in political behavior to gain advantage or protect their interests.

2. Blurred lines of authority: When authority and decision-making processes are unclear or decentralized,
individuals may engage in political tactics to gain influence or control over decision-making.

3. Scarcity of resources: When resources are limited and in high demand, individuals may engage in political
behavior to secure a greater share of those resources for themselves or their team.

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 4. Competition for power or promotion: The desire to gain or maintain power, status, or promotion within the
organization can also trigger political behavior as individuals navigate the organizational hierarchy.

Whether organizational politics is considered good or bad depends on the nature and consequences of the political
behavior.

Positive aspects of organizational politics can include:

 Facilitating innovation and change by challenging the status quo and promoting new ideas.

 Building alliances and networks that foster collaboration and information sharing.

 Advocating for fairness and equity in decision-making processes.

However, negative aspects of organizational politics can include:

 Undermining trust and cooperation among employees, leading to a toxic work environment.

 Manipulative and self-serving behavior that prioritizes personal gain over the collective well-being of the
organization.

 Diverting attention and resources away from productive work and focusing on personal or group interests.

Ultimately, the impact of organizational politics depends on the balance between positive and negative behaviors
and the ethical conduct of individuals engaging in political activities.

Sure! Here are examples of good and bad politics in a business case:

Good Politics: In a business case, good politics can involve:

1. Building alliances and networks: An employee forms strategic relationships with colleagues from different
departments to collaborate on a cross-functional project, leading to increased efficiency and improved
outcomes.

2. Advocating for fairness and transparency: An employee raises concerns about an unfair promotion process
and works with others to establish a more objective and inclusive selection criteria, ensuring equal
opportunities for all candidates.

3. Promoting innovative ideas: An employee presents a well-researched proposal for a new product or process
improvement, garnering support from colleagues and superiors, and successfully implementing the idea to
enhance the organization's competitiveness.

Bad Politics: In contrast, bad politics can involve:

1. Backstabbing and undermining: An employee spreads rumors or undermines the reputation of a colleague in
an attempt to gain favor or advance their own position within the organization.

2. Manipulative tactics: An employee strategically withholds information or uses deceptive tactics to secure
resources or opportunities for themselves, disregarding the impact on others or the organization as a whole.

3. Favoritism and nepotism: A manager consistently provides special treatment, promotions, or rewards to a
select group of employees based on personal relationships rather than merit, leading to demotivation and
dissatisfaction among other team members.

These examples illustrate how politics in an organization can be either constructive or detrimental, depending on the
intentions and behaviors of individuals. Good politics focuses on collaboration, fairness, and the betterment of the
organization, while bad politics often involves self-interest, manipulation, and the undermining of others.

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Influence Tactics Commonly Used in Organizations Pressure Upward appeal Coalition Ingratiation (Flattery) Rational
persuasion Consultation Influence: Process of affecting the thoughts and behaviors of others and persuading them to
follow one’s advice, orders or suggestions.

Indeed, influence tactics are commonly used in organizations to persuade and affect the thoughts and behaviors of
others. Here are some examples of influence tactics:

1. Pressure: Using explicit demands, threats, or intimidation to influence others to comply with one's requests
or expectations. For instance, a manager may put pressure on an employee to meet a tight deadline by
emphasizing the consequences of failure.

2. Upward appeal: Seeking support from higher-level authorities or influential individuals to gain compliance
from others. For example, an employee may appeal to their supervisor's manager to secure resources or
support for a project.

3. Coalition: Forming alliances or building a group of supporters to exert influence collectively. This tactic
involves seeking the support of like-minded individuals to increase the likelihood of achieving desired
outcomes.

4. Ingratiation (Flattery): Using compliments, praise, or favors to gain favor and increase likability, thus
influencing others. An employee might use flattery to establish rapport with a supervisor and increase the
chances of receiving favorable treatment or opportunities.

5. Rational persuasion: Presenting logical arguments, factual evidence, or reasoning to convince others to
accept a particular viewpoint or course of action. This tactic relies on the use of logic and rationality to
persuade others based on the merits of the argument.

6. Consultation: Seeking input, advice, or suggestions from others to involve them in the decision-making
process and gain their commitment. By involving others and valuing their opinions, individuals can increase
their influence and build consensus.

These influence tactics vary in their approach and effectiveness depending on the situation, individuals involved, and
organizational context. Skilled individuals often employ a combination of tactics to effectively influence others and
achieve desired outcomes.

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