Influence Tactics

Reason. This strategy consists of tactics relying on data, facts, and logical argument to support requests. Reason is the most popular influence strategy used in organizations and involves planning, preparation, and expertise. Reason is a powerful strategy that helps create an image of competence and expertise. The basis for reason is the user’s own knowledge, intellect, and ability to communicate.

Friendliness. This strategy relies on creating goodwill toward the user by using flattery, praise, and empathy. Friendliness seeks to create a favorable impression so that the “target” person will be inclined to comply with the user’s requests. Using friendliness successfully depends on the user’s personality, interpersonal skills, and sensitivity to the moods and feelings of others. Overall, management and employees use friendliness almost as much as reason, because people who are thought well of are often “heard.”

Bargaining. This strategy relies on trading benefits and negotiating exchanges. The social norms of obligation and reciprocity underlie bargaining. Users of this tactic rely on exchanges based on the user’s own time, effort, skill, or organizational resources desired by another. Although common, bargaining is used less with supervisors than with peers or subordinates

Coalition. This strategy relies on mobilizing other people in an organization to assist the user. The [Page 367]operative principle in using coalition is that there is “power in numbers.” The user’s power in using this strategy is based on alliances with peers and others in the organization. Coalition is a complex strategy that requires substantial social skill and effort to be successful. However, it is widely used, although less with subordinates than with peers or supervisors.

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