INFLUENCING TACTICS

How frequently do you use the tactic

to influence a Downline

When you first try

to influence the
downline

1.

obtain

the

support

of

other

N A
N
1 5

downline / company people in getting

2.

the Co-workers to act on my request

I make the downline feel important by

downline to justify the ideas that I

4.

want to implement
I demand in no uncertain terms that
I offer an exchange in which I will do

6.

I ensure my downline does not

8.

I simply direct my team to do what I

11.

1
5

1
5

1
5

1
5

1
5

1
5

1
5

as a means a pressuring my downline

to do what I want.
12. I go out of my way to make my

helped him in the past and imply that

I want compliance with my request
I file a report with higher management

want
10. I remind my downline of how I have

pressure on downline
9.

receive extra stock / benefits until he

or she complies with my request
I appeal to higher management to put

making my request
7.

something that my downline wants if

he will do what I want
I can act very humble and polite while

the downline does exactly what I want

5.

talent and experience to do what I

want
I write a detailed action plan for my

telling him that only he has the brains,

3.

II
If your downline
resists doing what
you want

5
1

downline feel good about me before

asking him to do what I want
13. I threaten my downline with penalty

1
5

unless he does what I want.

14. I

send

my

downline

to

higher

management to let them deal with the

problem
15. I threaten not to recommend my

1
5

downline for additional recognition

awards unless I obtain compliance

with my request.
16. I sympathise with my downline about

the added problem that my request

could cause
17. I tell my downline that the work has to

in a receptive mood before asking

1
5

1
5

downline before making my request

23. I

present

fact,

figures

or

other

information to my downline in support

of my position
24. I obtain the support and co-operation

1
5

of my management or other downline

to back up my request
25. I hint at or actually threaten to

5
1

terminate my downline if he does not

do what I want.
26. I obtain the informal support of higher

5
1

downline to do what I want

22. I act in a friendly manner toward my

5
1

credit in exchange for doing what I

him to do what I want.

21. I set a date or time deadline for my

5
1

treatment / benefits such as extra

want.
20. I wait until my downline appears to be

5
1

convince my downline to do what I

want
19. I provide my downline with special

5
1

be done as I specify, unless he can

propose a better way.
18. I use logical argument in order to

5
1

management to back me up in getting

what I want
27. I offer to make a personal sacrifice

such as giving up my free time if my

downline will do what I want.
28. I scold my downline so that he will

or

actually

give

my

very

carefully

explain

to

my

organizational rules require that he

comply with my request.

1
5

1
5

1
5

what I want.
33. I point out to my downline that

downline the reason for my request

32. I repeatedly remind my downline of

if he will do what I want.

31. I

downline an incentive so that he will

do what I want.
30. I offer to help with my downline work

realize that I am serious about my

request.
29. I promise

INFLUENCING YOUR CO-WORKERS

COLUMN I SCORING KEY
FIRST ATTEMPT TO INFLUENCE
The number that you have circled in Column I are to be transferred to this scoring key.
Do this by writing the numbers that you circled in the corresponding boxes on this page i.e.
place your answer (number) from column I for Question 1 in Box 1. Next, place your answer
from column II for request 2 in Box 2. Continue this procedure until all the numbers that you
circled in column I are entered on this page.
Do not enter the numbers from column II on this page
1
2
3
4
6

5
7
8
9
10

12

11
13
14
15

16

17
18
19

20

21

22

23
24
25
27

26
28
29

30
31
32
33
Add the numbers in the boxes in each column to obtain your scores
Friend

Bargai

Reaso

Assertiven

liness

ning

ess

Sanctions

Higher

Coalitio

Authority

INFLUENCING YOUR CO-WORKERS

COLUMN II SCORING KEY
ATTEMPT TO OVERCOME RESISTANCE TO INFLUENCE
The number that you have circled in Column II are to be transferred to this scoring key.
Do this by writing the numbers that you circled in the corresponding boxes on this page i.e.
place your answer (number) from column II for Question 1 in Box 1. Next, place your answer
from column II for request 2 in Box 2. Continue this procedure until all the numbers that you
circled in column I are entered on this page.
Do not enter the numbers from column II on this page
1
2
3
4
6

5
7
8
9
10

12

11
13
14
15

16

17
18
19

20

21

22

23
24
25
27

26
28
29

30
31
32
33
Add the numbers in the boxes in each column to obtain your scores
Friend

Bargai

Reaso

Assertiven

Sanc

Higher

Coalitio

liness

ning

ess

tions

Authori

ty
INFLUENCING YOUR CO-WORKERS
PROFILE SHEET

COLUMN 1 SCORES
Your Column I scores describe how you typically attempt to influence your Co-workers
A high score means that you use the strategy more frequently than 70 percent of those who
were surveyed previously. A low score means that you use the strategy less frequently than 30
percent of those who were surveyed. To obtain your profile : fill in each thermometer upto the
level of your score as it appears on the column I scoring key
HOW I FIRST TRY TO INFLUENCE MY CO-WORKERS

HIG
H

Friendline
ss
25+
24
23
22
21
20
19

Bargaining

Reason

Assertivenes
s
25
24
23
22

24-25
22-23
20-21
18-19

20

16-17
14-15
12-13

18
17
16

21

15

18

18

19

20
19

Sanctions
15+
14
13
12
11
10
9
8

Higher
Authority
15+
14
13
12

Coalition

11
10
9
8

10
9

11
17

17
10

AVE
RAG
E

14

16

16
9

13

15
15

14

LOW

13
12
11
10
9
8
7
6

8
7
6
5

11
10
9
8
7
6
5
4

14
13
12
11
10
9
8
7

INFLUENCING YOUR CO-WORKERS

PROFILE SHEET
COLUMN II SCORES
Your Column II scores describe how you typically attempt to influence your Co-workers when
they resist doing what you want.
A high score means that you use the strategy more frequently than 70 percent of those who
were surveyed previously. A low score means that you use the strategy less frequently than 30
percent of those who were surveyed. To obtain your profile : fill in each thermometer upto the
level of your score as it appears on the column I scoring key
HOW I FIRST TRY TO INFLUENCE MY CO-WORKERS WHEN THEY RESIST DOING WHAT I WANT:

HIG
H

Friendline
ss
25+
24
23
22
21
20
19

Bargaining

Reason

Assertivenes
s
25
24
23
22

24-25
22-23
20-21
18-19

20

16-17
14-15
12-13

18
17
16

21

15

18

18

19

20
19

Sanctions
15+
14
13
12
11
10
9
8

Higher
Authority
15+
14
13
12

Coalition

11
10
9
8

10
9

11
17

17
10

AVE
RAG
E

14

16

16
9

13

15
15

14

LOW

13
12
11
10
9
8
7
6

8
7
6
5

11
10
9
8
7
6
5
4

14
13
12
11
10
9
8
7

INTERPRETATION OF INFLUENCE STRATERGY SCORES

FRIENDLINESS
Friendliness is the strategy of attempting to influence your Co-workers by causing them to think
well of you. There are a number of tactics you use to accomplish this, such as, acting friendly
and sensing your Co-workers moods before making a request. This strategy is designed to
create a favorable moods before making a request. This strategy is designed to create a
favorable impression of you so that your Co-workers will be more inclined to do what you want.
Your use of this strategy is based on your on personality, your interpersonal skills, and sensitivity
to the moods and attitude to your Co-workers.
A high score indicates that you use the creation of favourable impressions as means to obtain
what you want
A high score indicates that you place little emphasis on trying to make your Co-workers like you in
order to influence them
USES: Friendliness is used most frequently as a strategy when you want personal favours from
your Co-workers, you want assistance from your Co-workers with your work, or your power base
is weak but you must convince your Co-workers. However, overuse of this strategy could lead
your Co-workers to suspects your motives and your work competence.

BARGAINING
Bargaining is attempting to influence your Co-workers by means of negotiation and the exchange
of benefits or favours. The tactics are based on the social norms of obligation and reciprocity. You
remind your Co-workers of past favours that you have done and/ or you offer to make additional
concessions in order to obtain what you want. In short you rely on a trade. What you have to
trade with your Co-workers comes from two sources your own time, efforts and skills and the
organizational resources that you control,
A high score indicates that you attempt to get your way to offering to do something in exchange if
your Co-workers will do what you want your remind your Co-workers of past obligations and offer
and exchange

A low score indicates that you do not attempt to influence your Co-workers by reminding of past
favours that you have done or by offering an exchange
USES: Bargaining involves making concessions in exchange for getting what you want. This
strategy is used most frequently you seek personal benefits from your Co-workers. A drawback of
this strategy is that you create obligations that you must fulfill in the future. What you trade might
not be worth what you receive in exchange

REASON
Reason is the strategy of attempting to influence your Co-workers by relying on data and
information to support your request. It involves planning, preparation, and expertise on your part.
It does not involves shooting from the hip Facts and logical arguments are used to convince your
convince your Co-workers. Reason is the most popular strategy used in organizations to convince
Co-workers. The base of power here is your own knowledge and your ability to communicate this
information to your Co-workers.

A high score indicates that you try to persuade your Co-workers on the basis of the objective
merit of what you want. Additionally, a high score indicates that you avoid emotion and rely on
reason.
A low score indicates that you rely less on logical arguments to convince your convince your Coworkers. To do what you want. You tend not to use facts and figures or to explain to your Coworkers the reasoning behind your requests.
USES: Reason is used most frequently when you are selling ideas. If your job requires expertise,
you most likely will find this strategy to be advantageous and effective.
Its use is associated with acceptance of your objectives. One possible problem is using this
strategy could be failure to develop your ideas adequately and to organize your information
logically. The use of reason requires preparation time, thoughts and communication skills.

ASSERTIVENESS
Assertiveness as a strategy in an attempt to influence Co-workers by means of your forceful
manner. It involves the use of demands, the setting of deadlines, and the expressions of strong
emotions. Assertiveness gives the impression that you are in charge and that you expect
compliance with your wishes. At times, emotional displays of temper accompany this strategy.
A high score indicates that you use demands and direct requests. This may be accompanied by
displays of anger and refusal to take no for an answer.
A low score indicates that you avoid tactics that your Co-workers might view as insistent and
demanding, you tend not to be forceful with your Co-workers.
USES: Assertiveness is a two edged sword. It is useful when you know that you are right and you
wish to improve organizational effectiveness. When used effectively, assertiveness may
overcome your Co-workers resistance. However, when used ineffectively, it can create ill will. This
strategy often is used as a backup strategy when your Co-workers are reluctant to accept your
ideas> Assertiveness can be used when your duties require that you convince your Co-workers of
some course of action.
SANCTION
Where a person is informed about the negative consequences of not complying with norms or not
following process
A high score indicates that more often you restore to subtle threats or mention of negative
consequences
A low score indicates you do not believe in restoring to this until it is extremely inevitable.
USE: not a popular way of influencing how ever if a person is not aware of the out come of his/her
actions in organizational context this can be used.

HIGHER AUTHORITY

Higher authority as a strategy of influence relies on the chain of command people higher up in the
organization who have power over your Co-workers. This is an indirect means of influence;
people other than yourself are used to influence your Co-workers. This strategy is to ask higher
management informally to deal with you request or to you Co-workers on your behalf.
A high score indicates that you call on higher management to help you to handle your problems
that you have in influencing your Co-workers.

A low score indicates that you tend to avoid call the attention on higher management to problems
that you have in influencing your Co-workers
USES: Higher authority is a backup strategy to be used when you know from experience that
your Downline will not agree to your request. This strategy is used for many different reasons.
The problem that results from frequent reliance on this strategy is that it could undermine you
relationships with your Co-workers.
COALITION
Coalition is the strategy of mobilizing other people in the organization to assist you in influencing
your Co-workers. You operate on the basis that there is power in numbers. If many people make
the same request that you make, or argue for you, your Co-workers are more likely to accede to
your request. Your power in using this strategy is based on your alliance with your co-worker and
others in the organization. This is a complex strategy that requires substantial skill and effort to be
effective.
A high score indicates that you use social pressure to gain compliance from your Co-workers, i.e.
you enlist the aid of others to help persuade your Co-workers
A low score indicates that you do not often attempt to form coalitions or alliances with other in
order to back up your requests.
USES: Coalitions frequently are used for both personal and organizational reasons. Coalitions
can be used to obtain personal benefits and assistance with your job from your Co-workers. This
can be powerful strategy but it is not without danger. Overuse of coalition could create the
impression that you are conspiring against your Co-workers.