Allied Healthcare Professions Service Improvement Projects

Regional Event

Impact and Influence Resource Pack

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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…..

Who are your audience ?

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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 low power

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Stakeholder mapping

Observers

Informing/ empowering

Key players

Involving

Crowd

Ignoring

Bystanders

Encouraging

Power to Influence

Low

High

Level of interest

High

Adapted from Mendelow (1991)

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Stakeholder analysis

Piercy (1989)

Coalition buildingfor

Winning on board

Distract or fragment

Win over/ coalition building

against

Take out of play

low high

Leave alone

Att

itu

de

Influence

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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

Connection Power includes references to senior or influential people, ie “ who you know”

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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 and influence

Low

Impact on achieving our vision

High

Low

Our ability to

influenceHigh

High impact & High influence

Clear prioritiesfor action

High impact & Low influence

Depends on otherpeople – can weengage them?

Low impact & Low influence

Why would wedo this?

High influence & Low impact

Doing this because “we can”?

What is your style?

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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

Tools and Techniques

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The Starting Point

Know your subject –

Do your homework!

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Influencing styles

Strong emotions

Attracting

Open & receptive

Bridging

Controlling

Asserting

Intellect & logic

Persuading

push

pull

Moving Away

SMS (1997)

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Persuading logic/facts/debate

Push

Proposing - ideas, suggestions, recommendations, questions that present a position

Reasoning - facts and reasons for one’s own position, counter arguments against other’s position:

– 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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Asserting demand/bargain/prescribe

Push

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

– 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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Bridging draw out/involve/understand/share

Pull

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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Attracting inspire/synergise/align

Pull

Visioning – image of result, ideal outcome, articulation of exciting possibility

Common ground – highlight areas of agreement, appeal to common values, goals and interests

– 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

– postpone or reschedule– stay cool – refocus the interaction– diffuse with humour– reduce tension while continuing to pursue the objectives of the meeting

and the wider picture….

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Developing the Heineken Effect

• Social marketing

• Social networking

“Reaches the parts other beers cannot reach”

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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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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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Social Marketing …examples

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Then so can Jamie…

Independent, 31 August 2009

Lindsay Winterton

Mobile 07801 376 011

e-mail: lindsay.winterton@frontlinemc.com