The Persuasion Imperative there May Have Been A Time When A Boss Gave O
The assignment requires an analysis of the IBM training program's principles compared to the concepts presented in the assigned reading on persuasion and influence. It also asks for suggestions on additional keys to persuasion and influence, and a personal reflection on which of IBM’s elements might be most effective on the writer if a manager requested something against their initial inclination.
The IBM training program’s emphasis on building a shared vision, negotiating collaboratively, making trade-offs, and maintaining a network aligns well with current understandings of effective influence strategies discussed in organizational psychology and social influence research. The program’s focus on persuasion as a collaborative process, rather than authoritative command, reflects the shift from traditional hierarchical command to modern influence tactics, consistent with the insights presented in the assigned reading.
The reading highlights that authority alone is often insufficient for effective persuasion, whereas social proof and the perception that others have already committed can significantly enhance influence. IBM’s approach to persuasion, which includes collaborative negotiation and creating a shared vision, is congruent with these principles. By sharing the vision behind the request and citing others who have already agreed, managers leverage social proof and increase the likelihood of compliance. This demonstrates an understanding of the psychological mechanisms that underlie influence, suggesting the IBM program’s methods are aligned with contemporary research.
However, the program could benefit from integrating additional keys to persuasion. For example, emotional appeals and storytelling can be potent tools for influence. Research suggests that establishing an emotional connection and using narratives can enhance message retention and persuasion (Hatch & Schultz, 2002). Additionally, leveraging reciprocity, where managers offer some form of help or benefit to employees first, could foster a sense of obligation and increase compliance (Cialdini, 2009). These keys would complement IBM’s existing strategies and deepen their influence toolkit.
Reflecting on how I might respond to a manager’s request that conflicts with my initial judgment, I believe that the element of building a shared vision would be most compelling. When a manager articulates a clear purpose that resonates with my values or goals, I am more likely to be persuaded, even if the immediate task feels uncomfortable. The collaborative nature of negotiation and the establishment of trust through
shared vision often evoke a sense of commitment and voluntary alignment with organizational objectives. This approach fosters intrinsic motivation, making compliance more natural and sustainable (Deci & Ryan, 2000).
In conclusion, the IBM training program’s principles are largely consistent with current research on effective persuasion. Their focus on collaboration, shared vision, and social proof reflects contemporary understanding of influence mechanisms. Supplementing this program with emotional storytelling and reciprocity strategies could further enhance their effectiveness. Personally, the shared vision element would be most persuasive for me, as it aligns with intrinsic motivators and fosters genuine commitment.
References
Cialdini, R. B. (2009). Influence: Science and practice (5th ed.). Pearson Education.
Deci, E. L., & Ryan, R. M. (2000). The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Hatch, M. J., & Schultz, M. (2002). The dynamics of organizational identity. Human Relations, 55(8), 989-1018.
Cialdini, R. B. (2009). Influence: Science and practice (5th ed.). Pearson Education.
Johnson, D. W., & Johnson, R. T. (2017). Cooperative learning in 21st-century education. Anales de Psicología, 33(2), 339-342.
McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
Burgoon, J. K., & Hale, J. L. (1983). The fundamental topoi of persuasion. Communication Monographs, 50(4), 307-323.
Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
Thompson, L. (2014). Making the Team: A Guide to Group Dynamics. Pearson Education.