Course Introduction

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Del curso dictado por University of Pennsylvania

Influence

52 calificaciones

University of Pennsylvania

Influence

52 calificaciones

Curso 4 de 4 en SpecializationAchieving Personal and Professional Success

What does it mean to be influential? How does one persuade others to pursue a unified goal? How does one leverage power? In this course, you’ll learn how to develop influence and to become more effective in achieving your organizational goals. Professor Cade Massey of the Wharton School has designed this course to help you understand the framework of power and influence and the dynamics of effective networks, and shows you how to develop your skills of persuasion and leverage. By the end of this course, you’ll know your own strengths and how to use them to get what you need, how to gain power and influence, and how to leverage relationships and alliances to achieve your goals in both business and in life.

De la lección

Module 1

In this module, we’ll begin by defining influence. You’ll weigh the pros and cons of proactivity and political ability, and find the right balance to get any job done within your organization. You’ll learn different models of power structures and dynamics, and discover the importance of flexibility, situational awareness, and agency. By the end of this module, you’ll be better able to analyze organizational structure, recognize processes within your organization that need improvement, and use your power of influence to optimize these processes.

Course Introduction2:31

What Is Power?6:47

Just-World Fallacy5:43

Case: Sergio de Mello11:54

Themes from de Mello4:06

Foundations of Social Power: French & Raven8:07

What About You?2:29

Situation Awareness6:50

Case: Cuban Missile Crisis6:48

Allison's Three Models of Power13:09

Implications8:42

Case: Robert Moses8:26

The Sources of Moses' Power3:35

Themes from Moses10:45

Conoce a los instructores

Cade Massey
Practice Professor
The Wharton School

Welcome to Influence. My name is Cade Massey.

I am a practice professor here at the Wharton School in the Operations,

Information and Decisions Group.

This is a course that I've been teaching with Executive MBAs and MBAs for 10 years now,

first at Yale School of Management and more recently here at Wharton.

I teach other things. I teach negotiation, decision-making, people analytics.

This is a course that's very close to my heart. I've poured a lot into it.

Over the last 10 years I've learned a lot from the students I've

been working with and from the literature on power and influence.

One of the reasons I like it is that like negotiation,

it's about more than just work.

It's as important in your personal life and

your family and your relationships as it is at work.

I also like it because it's

this nice intersection of—it's almost social science and clinical psychology.

This is a very personal class.

If you're signing up for it, I hope you're ready

to do some introspection and some stretching,

because that's the motivation here,

is that we think we can make a difference in your life by encouraging you and

motivating you and giving you new tools for becoming a more influential person.

The initial motivation for this course was to arm

our MBAs as they left

our program and they began navigating their way through organizations.

In fact the initial title,

the first version was called Navigating Organizations.

The idea was that so much of

the business school curriculum is about running an entire organization.

How do you design an organization, for example,

and not enough about what happens when you leave business school,

when you're a middle manager, while you're still traversing your way.

These tools are intended to help you traverse your way,

navigate your way through organizations.

So that's where I'm coming from.

That's what the course is intended to do.

I'll give you a little bit of a roadmap for the first week.

We have a couple of topics for this first week.

The first is an introduction to lay out

a few basic ideas on power and influence to give you some basic frameworks,

to introduce an example or two that we'll draw on for the rest of the course.

And then in the second half of the week,

we're going to talk about—we're going to move from the kind of

individual perspective to more organizational perspective.

So much happens in power and influence that focuses on individuals.

It's important up top to emphasize the power of the situation and the context.

And so in the second half of week one,

we're going to look more at context and organization.

So that's where we're going.

Week one. Enjoy.

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