Appendix A: Power Sources, Influence Techniques, and Influence Skills
(EN: This appendix is a hodgepodge of topics - but seems to provide some interesting material that didn't fit well into the content of the chapters.)
Power
The term "power" is used in a general sense to describe the ability of a person to get other to do their bidding. A person who is considered powerful may have strong influence over a few people or weak influence over many people. In general, power is regarded as a good thing, it is only the way in which it is used (or abused) that makes power good or evil.
The main value of power is expediency: it takes time to influence others, and it is presumed that a person without power can take shortcuts because others are already inclined to yield to them. Power is also like money, in that the more power you already have, the easier it is to generate more - just having the reputation of being a powerful person causes others to be more inclined to cede.
(EN: This is still a bit unclear. My preferred definition of power is "the belief of others that you can create consequences for them" - because it is their desire to have you wield your power in their benefit that motivates them to interact with you: to trade their service to you for a service you can do for them.)
Personal Sources of Power
- Knowledge - Knowledge is a critical source of personal power. Specifically, it is knowing the right thing to do to achieve a given outcome. A person with knowledge can take action to create outcomes or direct the action of others to create outcomes. A person without that knowledge cannot create outcomes or must ask someone else for help and direction.
- Abilities - The skills and abilities to create an outcome are also a source of personal power. The person who knows what to do but lacks the ability to do it must convince others to take action for him.
- Resources - Resources are the material tools necessary to accomplish a task, or that facilitate its accomplishment. A person with a shovel has greater power to dig a trench than a person who lacks one.
- Willpower - A person of passion, conviction, and integrity who is persistent in pursuit of their goals, particularly in the face of opposition, has significant power. The reason most things are not accomplished is that a person who knew what to do and had the skill to do it simply gave up trying.
- Communication - A person who is able to communicate clearly is far more effective than one who cannot in gaining the cooperation of others and directing them successfully toward achieving the desired outcome. Unclear communication leaves others unsure what to do or why to do it.
- Rhetoric - Aside of clearly communicating ideas, a person who has the knowledge and skill of persuasive speech is more effective in influencing others.
- Charisma - A person who is attractive (physically or otherwise) draws others to himself and they are more inclined to provide assistance.
- Character - A person who is considered to be "of good character" is attractive to others. Not only are they inclined to like that person (who embodies qualities they admire), but they are also inclined to trust him.
- History - Whereas character is about the perception of a person's qualities based on superficial characteristics, reputation is a historical demonstration of qualities, and is more convincing.
Social/Organizational Sources of Power
- Connections - A person who has connections with other people has power by proxy: if there is anything he doesn't know or can't do personally, he has a connection to someone who does know it or can do it. Connections may be network - to know a guy who knows another guy who knows the guy who has the knowledge on needs.
- Role - Within any organization, there are roles that are instilled with authority and it is understood and accepted that they will exercise power. Employees obey a manager because he has been designated as a manger and the congregation follows the priest because he is a priest, regardless of his personal qualities.
- Reputation - Reputation is similar to character and history, but in this case it is the character and history that are known to and reported by others. A person will often ask people they know about someone they do not, and the positive things those people say will affect
Summary of Influence Tactics
The author pulls together the ten influence techniques he has discussed into a single list for quick reference.
Rational Tactics
- Logical Persuasion - makes a detailed case for taking an action based on formal logic (syllogistic). It is the most widely used and highly effective tactics, but it requires time and skill
- Legitimizing - legitimizing is establishing oneself as an authority or the representative of an authority as a means to convince people they have a duty to obey
- Stating - stating is a shortcut to logical persuasion that generally leaves out the argumentation and lengthy explanation. Simply declaring "this is true" and "this must be done" without going into detail is sometimes effective.
- Exchanging - offers something to another person in exchange for what you are asking of them. It is a logical argument that getting what you are offering is worth paying/doing what is being asked.
Social Tactics
- Socializing - Initiating a relationship with another person by being open and friendly, demonstrating that you value them, and finding common interests.
- Leveraging Relationships - Drawing on relationships that have already been established to pursue common interest or get their support for your interest as part of an ongoing exchange of favors.
- Consulting - Guiding another person by asking questions and involving them in the analysis of a problem or the solution with an eye toward gaining their commitment to act.
- Alliance - Defining a short- term relationship that is formed for the explicit purpose of pursuing common interests, which terminates when the collaborative effort has concluded.
Emotional Tactics
- Appeal to Values - Suggesting that taking an action should be appealing because it supports or correlates to values about which the other party already feels strongly.
- Modeling - Presenting oneself as a role model so that others will imitate or support your actions or referencing an existing role model to get them to imitate/support theirs.
The Dark Side
In addition to the ten tactics he advocates, there are also four tactics that he discourages. They can be effective in the short-term, but invariably damage or destroy relationships and reputations in the long term. They are mentioned because they are methods of influence, but are not to be used: beware of using them, and be aware of others that use them.
- Avoiding - Attempting to compel someone else to take action by avoiding taking the action yourself, particularly when it is understood to be your responsibility to do so.
- Manipulating - Using deception to get another person to take an action because they mistakenly believe it will accomplish an outcome that they desire.
- Intimidating - Establishing dominance by making others uncomfortable in order to compel them to do your bidding or refrain from interfering in your actions that they would normally be inclined to oppose.
- Threatening - Demanding compliance and suggesting or stating that you will create negative extrinsic consequences for another person if they refuse to comply.
Skills that Improve Influence
The author provides a categorize list of skills that improve a person's ability to influence others.
Communication Skills
- Listening - Actively listening to others as a means to gain a complete and accurate understanding of the thoughts that they express
- Probing - Asking insightful questions that cause others to disclose additional information
- Engagement - The ability to speak with other causally on a broad array of topics in a way that is interesting and inoffensive
- Exposition and Reasoning - The ability to convey facts and relationships among data to enable others to understand it
- Innovation - The ability to identify and communicate alternatives and relationships that others have not considered
- Expressiveness - The ability to convey energy and enthusiasm that stirs the interest of other people
Assertiveness Skills
- Asserting - Being able to state an opinion with confidence and strength to establish and maintain a position without becoming aggressive.
- Persisting - The ability to maintain one's course in spite of external obstacles (opposition and resistance) as well as internal ones (self-doubt and fatigue)
- Self-Confidence - Having faith in one's own judgment, abilities, and rights that enables a person to be steadfast in purpose and direction
- Authority - Projecting an air of authority and to behave as though one has the legitimate right to use authority (regardless of whether one actually does) without being overbearing or oppressive
- Command Voice - Having a strong and resonant voice that conveys authority and confidence
- Assertive Nonverbals - Using posture, tone, gesture, and other nonverbal means of communication to convey authority and confidence
Interpersonal Skills
- Sociability - Being comfortable with other people and putting other people at ease in your presence.
- Empathy - Being able to recognize the values, attitudes, and interests of other people - knowing how they "feel" as well as what they think.
- Rapport - Being able to establish harmonious relationships with other people, giving and earning the trust of others
- Beneficence - Demonstrating genuine concern for the welfare of others. Respecting their values and being sympathetic to their concerns.
- Supportiveness - Being willing to undertake effort in order to help others achieve their goals or protect their position
- Authenticity - Representing one's own character and interests accurately
- Sustained Intimacy - Being interested in developing close relationships with other people and sustaining connections over a period of time, even when there is no apparent personal benefit.
Interaction Skills
- Kindness - Being known as the kind of person who will assist others without expectation of compensation.
- Humility - Being able to accept and admit one's own limitations, respect that others have greater skills, and being able to ask for help.
- Consensus-Building - Having the ability to manage differences of opinion, define a position that all can support, and gain their commitment to support it
- Mediation - Having the ability at managing conflict - whether between oneself and others or between other parties - to achieve a mutually acceptable outcome.
- Initiative - Being the kind of person who takes action rather than waiting for others to act or leaving important things undone
- Recruiting - Having the ability to get other people to help accomplish things or to help enlist the support of others who can help.
- Negotiating - Being able to reach an agreement that considers the interests of all parties.