Advocacy

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Advocacy The Use of Power Influence
Ray Bender, Ph.D. raybender_at_earthlink.net
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• Objective
• At the completion of this session you will know
• The difference between power and influence.
• The different types of power.
• The different influence tactics.
• The implementation model.

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Session Concepts Advocacy Power Influence Authori
ty Outcomes Relationships Currencies
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Advocacy The art and science of using power and
influence to change behavior.
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Power A capacity to overcome part or all of
resistance. To introduce changes in the face of
opposition.
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Influence The process by which people
successfully persuade others to follow their
advice, suggestions, or orders.
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Authority Involves the rights, prerogatives,
obligations, and duties associated with
particular positions in an organization.
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• Guidelines for Using Legitimate Authority
• Make polite, clear requests.
• Explain the reason for the request.
• Do not exceed your scope of authority.
• Verify authority if necessary.
• Follow proper channels.
• Follow up to verify compliance.
• Insist on compliance if appropriate.

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The difference between power and influence The
exercise of power changes the individuals
situation or concept of the situation but not the
individuals preferences. The exercise of
influence entails an authentic change in the
individuals preference.
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Potential Advocacy Outcomes Commitment Compliance
Resistance
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Source Scott Adams, Journey to Cubeville.
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Power
Individual Power

• Position Power
• Legitimate power
• Reward power
• Coercive power
• Information power

• Personal Power
• Referent power
• Expert power
• Charisma

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A comparative study Successful vs. Unsuccessful
Executives All the characteristics of
unsuccessful executives can be traced to an abuse
or misuse of power.
Source Organizational Behavior, 6th ed. (p.402.
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• INFLUENCE TACTICS
• Rational persuasion
• Inspirational appeals
• Consultation
• Ingratiation
• Personal appeals
• Exchange
• Coalition tactics
• Legitimating tactics
• Pressure

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• Steps for Effective Advocacy
• Answer two questions
• Who are you advocating to?
• What are you advocating?
• Establish professional credibility
• Build relationships
• Prepare your case (WIIFT FFB)
• Deliver your case

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Credibility DWYSYWD Discover Your
Self Appreciate Constituents Affirm Shared
Values Develop Capacity Serve A
Purpose Sustaining Hope
SOURCE James M. Kouzes and Barry Z. Posner,
Credibility.
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Its not who you know but who knows you.
SOURCE John Daly, Ph.D., University of Texas
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Influence Assessment Model
High
A g r e e m e n t
Allies
Bedfellows
Fence Sitters
Opponents
Adversaries
Low
Trust
High
SOURCE Peter Block, The Empowered Manager.
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• What You Need to Know About Others
• Key responsibilities
• Priority tasks
• How the person is measured
• How the person measures others
• Who the person interacts with
• Career aspirations
• Work and communication styles
• Worries, areas of uncertainty, or work pressures
• Previous work experiences
• Education
• Outside interests
• Values

SOURCE Allen R. Cohen David L. Bradford,
Influence Without Authority.
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• Currencies
• Inspiration Related Currencies
• Task Related Currencies
• Position Related Currencies
• Relationship Related Currencies
• Personal Related Currencies

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PRESENTATION TIPS Hearts and Minds. Emotion works
with low involved people. Involved people want
data. Always sell never just present data. The
further away from your organizational level the
less information is required. Focus on the
benefits (WIIFT FFB).
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(No Transcript)
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Stages in the Technology Adoption Process
Mass Media Communications
Ripening the Issue
Individual Decision
Implementation
Implementation
Knowledge
Persuasion
Interpersonal Communications
Source Based on a concept by Everett M. Rogers,
Diffusion of Innovations, 4th ed.
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• Ripening the Issue
• The responsibility of leaders.
• Directing attention.
• Managing information and frame issues.
• Creating a sense of urgency.
• Orchestrating conflicting perspectives.
• Mobilize the necessary expertise.

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• Knowledge
• Identify the target audience.
• WIIFT.
• Create a vision of the future.
• Identify what threat this will solve.
• Create a want for this solution.
• Develop the marketing plan.

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• The Marketing Plan
• Address both the rational and emotional.
• Three types of Knowledge
• Awareness What is the innovation? How does it
  work? Why does it work?
• How to Provide training and empathy.
• Principles Provide the underlying principles of
  how the innovation works.

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Persuasion? The new plan is one I think we might
explore. It has some features that could
possibly make it somewhat successful.
Apparently, there are a few features that could,
under some circumstances, be helpful. But, it
will depend upon how much it costs. It isnt
really that expensive so we should probably adopt
it.
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Perceived Characteristics of the Innovation 1.
Relative advantage 2. Compatibility 3.
Complexity 4. Trialability 5.
Observability
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Categories of Adopters
Late Majority 34
Early Majority 34
Early Adopters 13.5
Laggards 16
2.5
Innovators
SOURCE Everett M. Rogers. Diffusion of
Innovations. 4th ed.
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• Innovators
• Venturesome
• Obsessed with the new, new thing.
• Widespread social circle.
• Willing to take risks.
• They import new ideas.

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• Early Adopters
• Respect
• Opinion leaders inside the organization.
• They serve as role models.
• Decrease uncertainty .
• Not too far ahead of the average.
• Person to check with on innovation.
• Without them it will not fly.

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• Early Majority
• Deliberate
• Adopt new ideas before the average.
• Interact frequently with their peers.
• Seldom hold positions of opinion leadership.
• Serve as an important category link.
• Willing to adopt but seldom lead.

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• Late Majority
• Skeptical
• Do not adopt until most others have.
• May respond to peer pressure.
• Norms must favor the innovation.
• Must remove uncertainty before they adopt.

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• Laggards
• Traditional
• The last to adopt an innovation.
• Their point of reference is the past.
• May feel that if they wait it may fail.
• Their decision process is lengthy.

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• Communication Channels
• Mass media newsletters, Web pages, and
  executive speeches.
• Interpersonal face to face, voice mail, last
  resort e-mail.
• Identify opinion leaders to get the message out
  on a personal level.

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• Summary
• The goal of advocacy is commitment.
• Use influence more than power.
• Build credibility and relationships.
• Dont destroy trust to gain agreement.
• DWYSYWD and WIIFT