Transcript Title
Allied Healthcare Professions
Service Improvement Projects
Regional Event
Impact and Influence Resource Pack
Aims of the session
• understand who, when and how you need to
influence
• introduce tools and techniques for identifying
your stakeholders and influencing your
audience
• introduce tools and techniques for
negotiating
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Influence and Impact
• Influence – affect the mind or actions of another so
as to cause changes in conduct. This can be
imperceptibly or by indirect means
• Impact – the (strong) effect of one thing, person,
action etc., on another
So the relationship between them is…..
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Who are your audience ?
Stakeholder mapping
Stakeholder mapping might help in understanding better some of the
following issues:
• whether the actual levels of interest and power of stakeholders properly reflect the
corporate governance framework within which the organisation is operating, eg non
executive directors, community groups
• who is the key blockers and facilitators of a strategy are likely to be and how this could
be responded to, eg in terms of education or persuasion
• whether repositioning of certain stakeholders is desirable and/or feasible. This could be
to lessen the influence of a key player or, in certain instances, to ensure that there are
more key players who will champion the strategy (this is often critical in the public sector
context)
• maintaining the level of interest or power of some key stakeholders may be essential, eg
public ‘endorsement’ by powerful suppliers or customers may be critical to the success
of a strategy. Equally, it may be necessary to discourage some stakeholders from
repositioning themselves. This is what is meant by stakeholders who have high power
and low interest and to a lesser extent keep informed those who have high interest and
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low power
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Stakeholder mapping
High
Level of
interest
Low
Observers
Key players
Informing/
empowering
Involving
Crowd
Bystanders
Ignoring
Encouraging
Power to Influence
High
Adapted from Mendelow (1991)
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Stakeholder analysis
for
Attitude
Coalition building
Win over/
coalition
building
Leave alone
Winning on
board
Take out of play
Distract or fragment
against
low
Influence
high
Piercy (1989)
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Stakeholder interests
What do we know about:
• their goals?
• past reactions?
• expected behaviour?
• impact on them?
• likely reaction?
• extent of buy-in?
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Sources of power
• formal hierarchy
• personal influence
• financial resources
• specialist knowledge and skills
• personal links
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Power sources
Social Power
using your interpersonal skills - such as persuading, providing solutions,
putting your case, negotiating – to influence people and
events
Reward Power
being able to give or withhold incentives. Rewards may be tangible
(time off, preferred assignment etc) or intangible (praise, recognition
etc). The base is usually compliance
Coercive Power
control over sanctions, which can also be tangible (reprimand,
undesirable assignment etc) or intangible (disapproval etc). The
base is fear
Positional Power
usually flows from a formal position and the distance between
leader and led. The base is usually compliance
Charisma Power
influence based on liking, friendship, personal loyalty, and develops
slowly in one-to one relationships. The base is usually the leader
creating power by encouraging participation
Expert Power
influence based on the followers’ belief in the leader’s superior
knowledge and expertise. The base is usually the leader being
seen as a credible source of information and advice
includes references to senior or influential people, ie “ who you
know”
Connection Power
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Stakeholder groups
• stakeholder groups are not usually ‘homogeneous’ but contain a variety
of sub-groups with somewhat different expectations and power
• most stakeholder groups consist of large numbers of individuals (such as
customers or shareholders}, and hence can be thought of largely
independently of the expectations of individuals within that group
• the role and the individual currently undertaking that role need to be
distinguished. It is useful to know if a new individual in that role would shift
the positioning. Serious misjudgements can be made if proper care is not
paid to this point
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Power/interest matrix
The power/interest matrix describes the political context within which an individual strategy
would be pursued. It does this by classifying stakeholders in relation to the power they hold
and the extent to which they are likely to show interest in supporting or opposing a particular
strategy. The matrix indicates the type of relationship which organisations typically might
establish with stakeholder groups in the different quadrants. Clearly, the acceptability of
strategies to key players is of major importance. Often the most difficult issues relate to
stakeholders who have high power and interest. Although these stakeholders might, in
general, be relatively passive, a disastrous situation can arise when their level of interest is
underrated and they suddenly reposition as key players and frustrate the adoption of a new
strategy.
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Target audiences for your project
• Patients – satisfied patients, having received better care and
motivated to improve self care
• Managers – who will “authorise”, provide resource and support
this project and others in the future
• Colleagues – without whom the project and service
improvements will not be delivered
• Third Parties – whose cooperation is essential to the delivery of
the project, service improvement
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Prioritising actions based on
Impact on achieving our
impact and influence
vision
High
High impact &
Low influence
High impact &
High influence
Depends on other
people – can we
engage them?
Clear priorities
for action
Our ability to
Low
influence
High
Low impact &
Low influence
High influence & Low
impact
Why would we
do this?
Doing this because “we
can”?
Low
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What is your style?
Your style – a loner?
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Your style – a team player?
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Recognising the challenge of
which ‘hat’ you wear
– Personal – individual appointment
– Interest – a constituency representative
– Corporate – team role
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Tools and Techniques
The Starting Point
Know your subject –
Do your homework!
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Influencing styles
Intellect & logic
Persuading
Moving Away
push
Strong emotions
Controlling
Attracting
Asserting
pull
Open & receptive
Bridging
SMS (1997)
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Push
Persuading logic/facts/debate
Proposing - ideas, suggestions, recommendations, questions that present a position
Reasoning - facts and reasons for one’s own position, counter arguments against
other’s position:
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–
–
–
–
–
–
simple and direct
one idea or suggestion at a time
label proposals “ I want to make a proposal”, “I suggest that we..”
provide structure “I will give three reasons why I recommend the option”
strongest reasons only
present both sides - end on your favoured view point
agreement on controversial issues is easier if tied to less controversial
place emphasis on similarities of position
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Push
Asserting demand/bargain/prescribe
Stating expectations – demands, needs, requirements, standards
Evaluating – positive or negative judgement based on personal or intuitive criteria
Incentives and pressures – specifying consequences to get compliance
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positive and negative evaluation
expectation, standard, requirement, need, demand, goal
incentive
pressure
don’t allow yourself to get sidetracked
direct and forceful
assertive and not aggressive
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Pull
Bridging draw out/involve/understand/share
Involving and supporting – solicit different views, encourage, acknowledge other’s
questions and concerns
Listening – paraphrase or summarise, reflect back feelings, ask for clarification
Disclosing – share propriety information, admit mistakes, let uncertainty show, ask
for help
– when attacked admit errors, use active listening
– express empathy with the feelings behind words if unable to agree with
their substance
– demonstrate willingness to cooperate within your limits
– actively look for alternate ways to satisfy their needs
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Pull
Attracting inspire/synergise/align
Visioning – image of result, ideal outcome, articulation of exciting possibility
Common ground – highlight areas of agreement, appeal to common values, goals
and interests
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–
–
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find out values, hopes and aspirations of others
use your voice and non verbal body language to project enthusiasm
picture the ideal situation - translate images into word pictures
avoid being specific, concrete and detailed - acts and reasons could lead
to Pushing behaviour
– you have to be excited and committed – you can’t pretend
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Moving away deflect/refocus/diffuse/withdraw
Disengaging – postpone, refocus, stay cool, reduce tension
Avoiding - withdrawing, backing down, dismissing differences, bureaucratic
avoidance
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–
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postpone or reschedule
stay cool
refocus the interaction
diffuse with humour
reduce tension while continuing to pursue the objectives of the meeting
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and the wider picture….
Developing the Heineken Effect
• Social marketing
• Social networking
“Reaches the parts other
beers cannot reach”
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CA5002-200
Reaching target groups
Social marketing – the systematic application of
marketing, alongside other concepts and
techniques, to achieve specific behavioural goals,
for a social good
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CA5002-200
Where did this come from???
Social networking is the practice of expanding the
number of one’s business and/or social contacts by
making connections through individuals, leveraged by
the power of the Internet, promoted and exploited
through web-based groups established for that
purpose
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CA5002-200
Social Marketing …examples
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CA5002-200
Then so can Jamie…
Independent, 31 August 2009
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Lindsay Winterton
Mobile 07801 376 011
e-mail: [email protected]