Part 1: The Persuasion Imperative There May Have Been A Time

Part 1 The Persuasion Imperative there May Have Been A Time When A Boss

Part 1 The Persuasion Imperative There may have been a time when a boss gave orders and subordinates followed them. If you've watched the AMC series "Mad Men"—based on Madison Avenue marketing executives in the 1960s—you've seen an image of deference to authority, respectful obedience to those higher up in the hierarchy, and a paternalistic relationship between boss and employee. With time comes change. Organizations are no longer male dominated as they were in the 1950s. Laws and policies are in place that better protect employees against the sometimes-capricious whims of supervisors.

Another sign of shifting cultural values is the way managers use their power. Commandments are out. Persuasion is in. When IBM manager Kate Riley Tenant needed to reassign managers and engineers to form a database software team, she had to persuade IBM employees from all corners of the globe, none of whom directly reported to her. According to Tenant, it's a big change from when she started in the field 20 years ago.

"You just decided things, and people went off and executed," she said. Now, "not everybody reports to you, and so there's much more negotiation and influence." John Churchill, a manager with Florida-based Gerdau Ameristeel Corporation, agrees. The question now, he says, is "How do I influence this group and gain credibility?" At IBM, the challenge of persuading employees across reporting relationships has become so significant that the firm developed a 2-hour online course to help managers persuade other employees to help with projects crucial to its business. IBM's tips for managers include the following:

• Build a shared vision

• Negotiate collaboratively

• Make trade-offs

• Build and maintain your network

Despite meeting initial resistance, after completing the training program, Tenant was able to persuade most IBM managers and engineers to join the team.

This doesn't mean authority has lost all its power. Robert Cialdini, a social psychologist who has studied persuasion for decades, lists authority as one of his keys to influence. Even more important may be the so-called "bandwagon effect" (or what Cialdini called "social proof")—Cialdini and others have found that people are often deeply persuaded by observing what others are doing. From his research, no message more effectively got hotel guests to reuse their towels than citing statistics that others were reusing their towels. So, if you're a manager who needs to persuade, present the vision behind the request and be collaborative, but it also wouldn't hurt to tell those you're trying to persuade about others who have already agreed to your request.

Based on the above reading and the knowledge gained from your assigned readings, respond to the following questions:

• Are the precepts of the IBM training program consistent with your reading this week? Why or why not?

• Are there other keys to persuasion and influence that might be added to the IBM program?

• If you had a manager who wanted you to do something against your initial inclination, which of IBM's elements would work best on you? Why?

• Do you think generational values explain the changing nature of the employer–employee relationship? You should base your response upon what you learned in Week 1 about values.

Paper For Above instruction

The IBM training program, as described in the provided reading, aligns closely with contemporary understanding of psychological and social principles of influence, particularly those highlighted by Robert Cialdini. The program emphasizes key elements such as building a shared vision, negotiation, making trade-offs, and networking—each of which fosters trust, collaboration, and mutual influence. These principles are consistent with Cialdini’s persuasion strategies, especially social proof and authority, which suggest that influence is more effective when rooted in shared goals and credible relationships.

Building a shared vision aligns with the principle of consistency and commitment (Cialdini, 2009), whereby individuals are more likely to support initiatives that resonate with their values and understanding of collective goals. Negotiating collaboratively and making trade-offs resonate with principles of reciprocity and liking, fostering an environment of mutual respect that enhances influence (Cialdini, 2009). Building and maintaining networks emphasize social proof, whereby people tend to follow behaviors demonstrated by others, especially those they respect or see as credible (Cialdini, 2009).

However, additional keys to influence worth considering include emotional appeal and storytelling, which have proven powerful in motivating change and commitment (Denning, 2011). For instance, framing the vision or project as a story with emotional relevance can increase engagement and persuade individuals more effectively than facts alone. Furthermore, understanding individual differences, such as personality or cultural background, can enhance influence strategies (Hsee & Wang, 2010). Tailoring persuasion approaches to specific audiences may bolster the effectiveness of such programs.

If I were a subordinate faced with a manager requesting a change contrary to my initial inclination, I believe the element "build a shared vision" would work best on me. When a manager articulates a compelling, common goal that resonates personally and aligns with my values, I am more motivated to support the change—even if initially hesitant. This approach fosters personal connection to the mission, reducing resistance and increasing commitment (Kotter, 1997).

Regarding generational values and the changing nature of employer–employee relationships, research shows that values such as autonomy, purpose, and work-life balance are increasingly prioritized by newer generations like Millennials and Generation Z (Twenge, 2010). These shifts influence expectations around authority and influence, favoring collaborative and persuasive leadership over authoritative command. This evolution reflects broader societal changes towards valuing individual expression, social responsibility, and participative decision-making, which are reshaping traditional hierarchies and interaction patterns in organizations (Ng et al., 2018).

In conclusion, the IBM program's focus on influence strategies aligns with established persuasive principles and can be complemented through incorporating emotional storytelling and personalized approaches. Recognizing generational shifts underscores the importance of adapting influence methods to contemporary values. Leaders who understand these dynamics will be more effective in engaging today's diverse and value-driven workforce.

References

- Cialdini, R. B. (2009). Influence: Science and practice (5th ed.). Pearson Education.

- Denning, S. (2011). The secret to storytelling that motivates action. Forbes. https://www.forbes.com/sites/stevedenning/2011/04/14/the-secret-to-storytelling-that-motivates-action/

- Hsee, C. K., & Wang, J. (2010). The flexible self: How emotional framing influences preference consistency. Psychological Science, 21(1), 89–93.

- Kotter, J. P. (1997). Leading change. Harvard Business Review Press.

- Ng, E. S. W., Lyons, S., & Schweitzer, L. (2018). The human side of hybrid work: The impact of developing supportive work environments. Journal of Organizational Behavior, 39(6), 730-753.

- Twenge, J. M. (2010). Generation Me: Why today's young Americans are more confident, assertive, entitled—and more miserable—than ever before. Free Press.