In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.
Influence Without Authority
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At some point, almost all of us will find ourselves in the same bind at work: we know what needs to be done and how to do it, but we can′t get the right people on board. The risk is allowing frustration to become resignation—or unproductive retaliation. Fortunately, the new and improved Influence Without Authority, Second Edition offers a proven, effective model for breaking through the impasse and building an environment of collaboration, mutual assistance, and real achievement. Leadership gurus Allan Cohen and David Bradford explain how to coax cooperation from the people who control the resources, information, or support you need to succeed. You′ll learn how to get past your restrictive assumptions, figure out the interests and needs of potential partners, and negotiate mutually beneficial exchanges that help you both achieve your goals. It′s a powerful and proven way to cut through interpersonal and interdepartmental barriers to turn coworkers and competitors into allies. This new Second Edition adds clarity, depth, and insight with new chapters on applying the Exchange Model to entire organizations, making it even more useful for team leaders and managers. It includes many more practical applications such as working cross–functionally, leading major change initiatives, using direct influence, and overcoming organizational politics. No matter what your organizational position, or what kinds of clients and customers you deal with, part of your success depends on being able to influence people over whom you have no formal control. Influence Without Authority, Second Edition presents a clear model and effective, practical strategies for convincing and influencing those around you in order to accomplish important workplace goals—to the benefit of you, your colleagues, and your organization.
From the Back Cover
The Classic Guide to Influence Now Fully Revised & Updated! "If you want to be a successful leader at any level, you must learn the mastery of managers and groups without using formal authority. You need the ideas and skills this book delivers." —Ram Charan, author of the bestselling books Execution and Confronting Reality "This book manages to do the near impossible...It draws on the wisdom of good leadership studies to provide tools to influence people and events at work regardless of the positions we hold." —Professor Jeffrey Sonnenfeld, Associate Dean Yale School of Management "In its first edition, Influence Without Authority established itself as a useful guidebook to modern organization practice. With the added content of this new edition it becomes a ′bible′!" —Len Schlesinger, Vice Chairman and COO Limited Brands Even more relevant now than it was when it was first published more than a decade ago, Influence Without Authority, Second Edition is the classic guide to getting things done with colleagues, customers, and management—any situation in which you are not in charge, but must get results. This new edition also includes guidelines for applying the powerful Exchange Model to: — Influencing a team, task force, or committee — Influencing departments and divisions — Initiating or leading major change — Using Indirect influence — Overcoming organizational politics — Playing hardball—when you can no longer catch flies with honey Influence Without Authority, Second Edition offers a reliable, time–tested plan for getting cooperation from those who command the resources, information, or support you need. The authors show you how to negotiate using the currencies people value most in their own day–to–day work life, so you can turn anyone into an ally. With powerful techniques for cutting through interpersonal and interdepartmental barriers, this business classic shows you how to achieve your goals by motivating people over whom you have no authority.
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This is a book about influence-the power to get your work done. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
This is a book about influence-the power to get your work done. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
5 of 6 people found the following review helpful
By A Customer
Format:Paperback
This book covers how to use the natural human laws of reciprocity with others in your organization to achieve maximum productivity. More importantly the book also promotes the attitude of looking on everyone in your organization as allies (people you like) and potential allies (people you don't). Highly recommended.
By G. Milsom
Format:Paperback
There was a problem receiving this first time, but once I notified them they acted swiftly and sent another copy. Great customer service.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4.1 out of 5 stars
16 reviews
15 of 16 people found the following review helpful
4.0 out of 5 stars
Effective change management . . .
30 Nov 2005
By Dave Kinnear
- Published on Amazon.com
Format:Hardcover
I'm honored to have received a couple of books for review from Wiley publishing. Influence without Authority by Allan Cohen and David Bradford (second edition) is a classic. Between the covers of this book are not only ideas about the art of getting work done through people, but a host of useful case studies and resources.
One of my first major change management projects, some 12 years ago now, lead me to believe that there had to be a better way to accomplish the cross functional negotiations that need to happen in any major change initiative. Here, in this book, are the explanations for both what worked and what didn't work on that project. Many of the principles listed not only got my head nodding "yes!" but also help me to understand how the hard learned lessons over the past 12 years fit into the overall picture of influencing colleagues, clients, and their employees.
The Cohen-Bradford Model of Influence, while appearing simple, was a bit more difficult to really comprehend. It comprises six "steps" pictured as an inward spiral, and starts at the "outside" with "Assume all are potential allies." Then moves inward with "Clarify your goals and priorities," "Diagnose the world of the other person," "Identify relevant currencies, theirs, yours," "Dealing with relationships," and finally at the center "Influence through give and take." Essentially, this text deals with explaining how this model is applied in a practical manner. Most important is the concept that while for small things, we can and often do intuitively understand the give and take in a transaction, for large complex transactions we need to be more methodical and think through our process, goals, interests and those of our allies. Hence, the model.
Of particular interest to me was this text's recognition that organizational change can be very complicated, and so dedicated several chapters to that process alone. Between these chapters, the case studies providing real life examples, and yes, the model itself, this book is invaluable to those either in or consulting to organizations wanting to move forward - because that means managing complex change and the need to influence people as well as leading them.
One of my first major change management projects, some 12 years ago now, lead me to believe that there had to be a better way to accomplish the cross functional negotiations that need to happen in any major change initiative. Here, in this book, are the explanations for both what worked and what didn't work on that project. Many of the principles listed not only got my head nodding "yes!" but also help me to understand how the hard learned lessons over the past 12 years fit into the overall picture of influencing colleagues, clients, and their employees.
The Cohen-Bradford Model of Influence, while appearing simple, was a bit more difficult to really comprehend. It comprises six "steps" pictured as an inward spiral, and starts at the "outside" with "Assume all are potential allies." Then moves inward with "Clarify your goals and priorities," "Diagnose the world of the other person," "Identify relevant currencies, theirs, yours," "Dealing with relationships," and finally at the center "Influence through give and take." Essentially, this text deals with explaining how this model is applied in a practical manner. Most important is the concept that while for small things, we can and often do intuitively understand the give and take in a transaction, for large complex transactions we need to be more methodical and think through our process, goals, interests and those of our allies. Hence, the model.
Of particular interest to me was this text's recognition that organizational change can be very complicated, and so dedicated several chapters to that process alone. Between these chapters, the case studies providing real life examples, and yes, the model itself, this book is invaluable to those either in or consulting to organizations wanting to move forward - because that means managing complex change and the need to influence people as well as leading them.
13 of 16 people found the following review helpful
5.0 out of 5 stars
A GREAT GUIDE TO THE ART OF INFLUENCING OTHERS.
16 Mar 2005
By Gerry Stern
- Published on Amazon.com
Format:Hardcover
This book is important because it's message-to succeed you must learn to influence others-is right on target. The authors assert that nobody "ever had enough authority (to get their work done)." But it is possible to have enough influence to make things happen, and this book's purpose is to tell you how! It shows that the key to influence is reciprocity, which is defined in many and subtle ways. An influence model provides the framework around which the book is organized and developed. Chapters cover influencing: your boss; difficult subordinates; others across functional lines; and colleagues. Other topics include: indirect influence; initiating or leading major change; organizational politics; and escalating to tougher strategies when needed. As consultants in organization analysis, design, and change (www.organizationconsultants) we are keenly aware of the importance and power of the art of influencing others; it is essential to leadership. It is pivotal to getting things done at all levels, starting with the execution of strategy. It is good to find a book that addresses this crucial topic. Overall, the authors offer a penetrating treatment of their subject which serves as a great guide to the art of influencing others. The book is rich in content, offering insights about a skill that is quintessential to personal and organizational success.
6 of 7 people found the following review helpful
5.0 out of 5 stars
Bean Counters --- Currency IS important
13 April 2006
By Susan C. Van Abs
- Published on Amazon.com
Format:Hardcover|Amazon Verified Purchase
This book is excellent in content. There are so many pressures that cause people to behave certain ways in organizations. Everyone has their expectations and currency (teeth in the game) that drives their working relationships with others.
After reading this book, I understood the behaviors of others I've worked with. Culture, expectations of the boss, possible promotions, etc. really do influence behaviors of others in organizations. If you really take time to prepare and look at the stakeholders in a particular situation, and try to figure out what currencies people expect, it is easier to come to a consensus.
So many organizations today are consensus driven, it is important to understand the drivers. Sometimes these drivers, like company culture and decisions based on consensus, can cause harmful situations like "Group think" - that happened during the Challenger diaster and the defective "o" rings. Perhaps that disaster could have been diverted if the stakeholders had prepared and understood the currencies involved.
After reading this book, I understood the behaviors of others I've worked with. Culture, expectations of the boss, possible promotions, etc. really do influence behaviors of others in organizations. If you really take time to prepare and look at the stakeholders in a particular situation, and try to figure out what currencies people expect, it is easier to come to a consensus.
So many organizations today are consensus driven, it is important to understand the drivers. Sometimes these drivers, like company culture and decisions based on consensus, can cause harmful situations like "Group think" - that happened during the Challenger diaster and the defective "o" rings. Perhaps that disaster could have been diverted if the stakeholders had prepared and understood the currencies involved.
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