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Terms in this set (46)
power
is the ability of one person to influence what another person thinks or does, you have power over another person to the extent that you can influence what this person thinks of what this person does.
It is asymmetrical, if one person has greater power, the other person must have less
-some people are born into power, and some of those who are not born powerful learn to become powerful, some people exert power in certain areas of life, some in others, power bear a close relationship to interpersonal violence
interaction management
refers to the techniques and strategies by which you regulate and carry on interpersonal interactions, effective interaction management results in an interaction that's satisfying to both parties, neither person feels ignored or on stage; each contributes to, benefits from and enjoys the interpersonal exchange.
referent power
If you can establish this type of power over others and make others wish to be like you or to be identified with you, you'll more easily gain their compliance. This is the kind of power that an older brother may have over a younger brother, because the younger brother wants to be like him. This type of power depends greatly on attractiveness and prestige, as they increase, so does identification and consequently your power to gain compliance.
legitimate power
This type of power is when others believe you have the right, by virtue of your position, to influence or control their behavior-they logically will be ready to comply with your requests, this stems from the belief that certain people should have power over us, that they have a right to influence us because of who they are. Teachers are often perceived to have legitimate power, as well as parents over their children.
expert power
You have this type of power when you are perceived as having expertise or knowledge, your knowledge is perceived by others gives you expert power. This is normally subject specific, your expert power increases when you're seen as unbiased and as having nothing to gain personally from influencing others. It decreases when you're seen as biased or as having something to gain from influencing others.
Information Power or Persuasion Power
You have this type of power when are seen as having the ability to communication logically and persuasively. If others believe that you have persuasive ability, then you have persuasion power-the power to influence other's attitudes and behaviors. If you're seen as possessing significant information and the ability to use that information to gain compliance by presenting a well-reasoned argument, then you have information power.
Reward Power
You have this type of power if you have the ability to reward people, rewards may be materialistic, money, corner office, or social, love, friendship. If you're able to grant others some kind of reward, you have control over them to the extent that they want what you can give them.
Coercive Power
This is when you have the ability to gain compliance by administering punishments or removing rewards if others fail to yield your influence, usually if you have a reward power, you also have coercive power. This type of power depends on two factors; 1) the magnitude of the punishment that can be administered and 2) the likelihood that the punishment will be administered as a result of noncompliance
attractiveness
If you have reward power, you're likely to be seen as more attractive, coercive power on the other hand, decreases attractiveness; people dislike those who have the power to punish them or who threaten them with punishment-whether they actually follow through or not
costs
When you use rewards to exert power, you don't incur the same costs as when you use punishment. When you exert reward power, you're dealing with a contented and happy individual. When you use coercive punishments however, you must be prepared to incur anger and hostility, which may well be turned against you in the future.
Effectiveness
When you give a reward, it signals that you effectively exercised power and that you gained the compliance of the other person. You give the reward because the person did what you wanted. In the exercise of coercive power, the reverse is true. You have administered this punishment because it shows that you have an ineffective threat of power and there has been no compliance.
effects on the power bases
When you exert coercive power, often bases of power frequently are diminished. There seems to be a boomerang effect in operation. People who exercise coercive power are seen as possessing less expert, legitimate, and referent power. Alternatively when reward power is exerted, other bases of power increase.
credibility
that you are seen to posses, the degree to which other people regard you as believable and therefor worth following. If others see you as competent and knowledgeable, of good character, and charismatic and dynamic, they will find you to be credible.
competence
your perceived competence is the knowledge and expertise that others see you as possessing; this is similar to expert and information power. The more knowledge and expertise others see you as having the more likely they will believe you
character
people will see you as credible if they perceive you as being someone of high moral character, someone who is honest and someone they can trust, if others feel that your intentions are good for them, they'll think your credible and they'll believe you
charisma
This is seen
as a combination of your personality and dynamism as seen by other people, a few ways to enhance your charisma are
1)Express your expertise when appropriate
2)Stress your fairness
3)Express concern for others
4)Stress your concern for enduring values
5)Demonstrate a positive outlook
6)Be enthusiastic
direct request
This is the most common compliance-gaining strategy used by both men and women and is generally the strategy of those in power, an example, Please call for reservations
bargaining or promising
This involves agreeing to do something if the other person does something, for example, "I'll clean up if you cook"
Ingratiation
This requires you to act especially kindly, you try to ingratiate yourself so that eventually you'll get what you want, "You're such a great cook!"
Manipulation
This involves making the other person feel guilty or jealous enough to give you what you want, "Everyone else has an Iphone"
Threatening
Involves warning the other person that unpleasant things will happen if you don't get what you want, "Ill leave if you continue smoking"
hesitations
For example, "I er want to say that ah this one is er the best, you know?, hesitations make you sound unprepared and uncertain
intensifiers
To many intensifiers make everything sound the same and don't allow you to intensify what actually should be emphasized, for example, "Really, this was the greatest, it was truly phenomenal"
disqualifiers
These signal a lack of competence and a feeling of uncertainty, for example, "I didn't read the entire article but... "
Tag questions
These ask for another's agreement and therefor may signal your need for agreement and your own uncertainty, "That was a great movie, wasn't it?'
self-critical statements
These signal a lack of confidence and may make public your own inadequacies, for example, " I'm not very good at this."
slang and vulgar expressions
This signals low social class and hence little power, "No Problem #$*()!U$!)
nonverbal messages
Examples, affirmative nodding, facial expressions, and gestures help you express your concern for the other person and for the interaction and thus help you establish your charisma, an essential part of your credibility. Self-manipulations and backward leaning will damage your persuasiveness
powerful listeners
1) Listen actively
2) Respond visibly but in
moderation
3) Give back-channeling cues
4) Maintain more focused eye contact
5) Use few or no adaptors
6) Maintain an open posture
7) Avoid interrupting
powerless listeners
1) Listen passively
2) Respond with little or too much reaction
3) Give no back-channeling cues
4) Make little eye contact
5) Use adaptors
6) Maintain a defensive posture
7) Complete the speakers
thoughts
negotiation
when you attempt to accommodate each other or to compromise in some way, when using this strategy to resist complying you might for example offer to meet the request halfway as a kind of compromise.
non-negotiaton
this is your resist compliance without any attempt to compromise, you simply state your refusal to do as asked without any qualification
justification
this is when you resist compliance by giving reasons as to why you should not comply
identity management
you resist by trying to manipulate the image of the person making the request, you might do this negatively or positively
negative identity management
this is when you might portray the person as unreasonable or unfair and say for example, that's really unfair of you to ask me to compromise my ethics
positive identity management
you resist complying by making the other person feel good about himself or herself, for example, you may say, "You know this material much better than I do, you can easily do a much better paper by yourself."
sexual harassment
a type of unfair use of power in the workplace, is a form of behavior that violates title VII of the Civil Rights Act of 1964, and as amended by the Civil Rights Act of 1991
Unwelcomed sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute as sexual harassment when this conduct explicitly or implicitly
affects an individual's employment, unreasonably interferes with an individual's work performance, or creates intimidating, hostile, and offensive work environment.
race and color harassment
this is harassment of another person because of that person's race or color, most often applied to minority or immigrant groups.
affectional orientation harassment
this harassment is based on a person's affectional orientation, and generally direct at gay men and lesbians and transsexuals.
religious harassment
this is sometimes referred to creed harassment, that is based on a person's religious affiliation or religious beliefs, often directed at atheists.
academic harassment
harassment in the form of statements or actions by senior faculty that interfere with a junior colleague's development or statements or actions by a faculty member that interfere with students' ability to perform effectively.
status harassment
harassment usually in the organization setting, generally directed by those with power against those with less power, often takes the form of insulting comments to or treatment of workers by managers.
disability harassment
harassment against persons with disabilities, most often directed at person's with visual or hearing impairment or with physical, speech, or language disabilities.
attractiveness harassment
harassment directed at people low in attractiveness, often used against persons because of their weight or their lack of interpersonal popularity or physical attractiveness.
citizenship harassment
harassment based on a person's citizenship, generally directed against a person who is not a citizen.
veteran harassment
harassment based on a person's veteran status, used both against those who are veterans and who aren't.
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