MGMT1135 Lecture Notes - Lecture 11: Anchoring, Ingratiation, Social Influence
Week 11 - Influence Tactics & Conflict Negotiation
Influence Tactics
1. Ingratiation
a. Person seeks to get you in a good mood before asking you to do something
2. Rationality
a. Person uses logical arguments and factual evidence to persuade you
3. Assertiveness
a. Person uses demands, threats or intimidation to convince you to comply with
request or proposal.
4. Sanctions
a. Person prevents others from getting a pay raise, threatens his/her job security or
with loss of promotion
5. Exchange
a. Explicit or implicit promise that you will receive rewards or tangible benefits if you
comply. Reminds you of prior favour to be reciprocated.
6. Upward Appeal
a. Persuade you that request is approved by higher management or appeal to
higher management for assistance for you to comply.
7. Blocking
a. Threatens to stop working with others, stop being friendly or engage in work
slow-down.
8. Coalition Tactics
a. Use the support of others to persuade you to do something
9. Inspirational Appeals
a. Request that appeal to your values or beliefs which increase your confidence.
10. Consultation Tactics
a. Seeks your participation in making a decision or planning a strategy.
Obedience
- Change in behaviour in response to direct request from an authority figure (eg. Milgram’s
research)
Factors that Increase Obedience:
1. A symbol of scientific expertise → high status
2. Order from authority figure
Factors that Decrease Obedience
1. Presence of others who are seen to disobey the authority figures
Social Influence
Amount of social pressure, produced by sources and felt by a target.
Social Impact Theory
1. Strength - Positions or personal power, persuasive or supportive behaviour
2. Immediacy - Physical distance, frequency of leader-follower interactions
3. Number - #sources
Conflict-
Process that begins when one party perceives that
a. Another party has negatively affected
b. About to negatively affect
Is a perception
● Functional = supports goals group and improve performance
● Dysfunctional = hinder group performance
Types of Conflict:
1. Task: content and goals of work
2. Process: how work gets done
3. Relationship: interpersonal relationships
Loci of Conflict:
1. Dyadic: between two people
2. Intragroup: within a group or team
3. Intergroup: between groups or teams
Process of Conflict: Conflict-Handling Situations:
Avoiding Conflict style:
- Passively ignoring conflict rather than resolve it
- Becoming unassertive and uncooperative
- Refusing to take a stance
● When conflict is trivial, too much to lose, no time, hard to control emotions
Accommodating Conflict Style
- Passively giving up in to other party
- Becoming unassertive but cooperative
● Maintaining relationship outweigh other option, time is limited.
Competing Conflict Style
- Aggressive behaviour to get to their own way
- Uncooperative and aggressive. Using authority, threatening and intimidating.
Document Summary
Week 11 - influence tactics & conflict negotiation. Change in behaviour in response to direct request from an authority figure (eg. milgram"s research) Factors that increase obedience: a symbol of scientific expertise high status, order from authority figure. Factors that decrease obedience: presence of others who are seen to disobey the authority figures. Amount of social pressure, produced by sources and felt by a target. Social impact theory: strength - positions or personal power, persuasive or supportive behaviour. Immediacy - physical distance, frequency of leader-follower interactions: number - #sources. Process that begins when one party perceives that: another party has negatively affected, about to negatively affect. Functional = supports goals group and improve performance. Types of conflict: task: content and goals of work, process: how work gets done, relationship: interpersonal relationships. Loci of conflict: dyadic: between two people. Passively ignoring conflict rather than resolve it. When conflict is trivial, too much to lose, no time, hard to control emotions.
