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In organizations today, getting work done requires political and collaborative skills. That's why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the "currencies" they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.
| ISBN | 0471463302 | | Pages | 320 | | ISBN13 | 9780471463306
(What's this?) | | Volumes | 1 | | Publisher | John Wiley and Sons Ltd | | Weight (grammes) | 522 | | Imprint | John Wiley & Sons Inc | | Published in | New York | | Format | Hardback | | Previous ISBN | 9780471548942 | | Publication date | 15 Apr 2005 | | Height (mm) | 238 | | Library of Congress | HD58.9.C64 | | Width (mm) | 163 | | DEWEY | 658.409 | | Spine width (mm) | 28 | | DEWEY edition | DC22 | | Academic level | Professional / Scholarly |
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| Ch. 1 | | Why influence : what you will get from this book | | 3 | | Ch. 2 | | The influence model : trading what they want for what you've got (using reciprocity and exchange) | | 15 | | Ch. 3 | | Goods and services : the currencies of exchange | | 36 | | Ch. 4 | | How to know that they want : understanding their worlds (and the forces acting on them) | | 56 | | Ch. 5 | | You have more to offer than you think if you know your goals, priorities, and resources (the dirty little secret about power) | | 80 | | Ch. 6 | | Building effective relationships : the art of finding and developing your allies | | 96 | | Ch. 7 | | Strategies for making mutually profitable trades | | 121 | | Ch. 8 | | Influencing your boss | | 147 | | Ch. 9 | | Influencing difficult subordinates | | 170 | | Ch. 10 | | Working cross functionally : leading and influencing a team, task force, or committee | | 188 | | Ch. 11 | | Influencing organizational groups, departments, and divisions | | 200 | | Ch. 12 | | Influencing colleagues | | 216 | | Ch. 13 | | Initiating or leading major change | | 233 | | Ch. 14 | | Indirect influence | | 246 | | Ch. 15 | | Understanding and overcoming organizational politics | | 254 | | Ch. 16 | | Hardball : escalating to tougher strategies when you can no longer catch flies with honey | | 269 |
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