Seating Chart Exercise

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Del curso dictado por University of Pennsylvania

Influence

51 calificaciones

University of Pennsylvania

Influence

51 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 2

In this module, you’ll examine social networks and relationships, and learn how they can help you accomplish your organizational goals. You’ll be able to differentiate between dense and disconnected networks, and weigh the benefits and costs of diversification within your networks. Then you’ll learn about both successful strategies and common pitfalls in cultivating a network, and see how authentic generosity will build reciprocity in your networks and vice versa. You’ll also explore coalitions and how alliances between parties with different perspectives can be very effective and efficient in achieving mutual goals. By the end of this module, you’ll learn effective strategies for networking, coalition-building, and leveraging, and will be able to form strong alliances and relationships both inside and outside your organization.

Module Introduction- Relationships1:10

Seating Chart Exercise3:56

Resource Dependence and Social Capital3:29

Network Structure15:06

Applications9:15

Cultivating Networks11:27

Organizational Perspective5:15

Common Mistakes3:07

Closing Thoughts on Social Networks2:52

Introduction to Coalitions4:08

Types of Coalitions11:58

Coalition Examples3:14

Prescriptions for Coalitions8:52

Case: Washington Square6:28

Conoce a los instructores

Cade Massey
Practice Professor
The Wharton School

Imagine registering for a conference and

being asked not only to enter your name and address, pay the registration fee, but

also choose where you're going to sit at the gala dinner.

I hadn't seen that before, but apparently some conferences do ask for

that because this is a screen that I saw on a colleague's

computer a few years ago when I dropped by to say hello over lunch.

She was registering for

a conference and was having to choose which of these tables to seat at,

at the dinner and it raises a question that is ubiquitous for us.

We have to decide who we affiliate with, who we spend time with.

It goes back to junior high days, sitting at the cafeteria,

but it's a question that all of us face in one way or another pretty much every day.

Let's just walk through this as an example, and

I want you to consider what you would do.

If you were registering for this conference and you were facing this

screen, you're coming in and you have some tables to choose from.

How are you going to decide?

What are you even going to base it on, how are you going to think about it?

Some people when asked this question, look for their friends essentially,

look for people they know and they want to sit in a table with people they know.

That's a very reasonable, natural consideration.

Some people think about I don't want to sit at a table and

then no one else comes and sits behind me, so

I want to sit at a full table, basically, I don't want to be isolated.

And that's again a human instinct and understandable.

What other considerations might you bring to this?

Some folks think who do I need to work with at this conference,

who might I have some interest in talking to?

It might not be a friend, it might be someone of purely professional interest,

let me go get a chance to sit at the table,

it may be the only chance I have to talk to them.

Also, reasonable.

Some ambitious people think, let me sit with people who I don't know or

aren't like me, or I won't have a chance to visit with in any other situation.

That is relatively rare, but I do hear that response sometimes.

How would you do this?

How would you decide?

In many ways, what we're going to talk about in today's lecture

is this kind of consideration.

You're building relationships all the time,

not formal or hierarchical relationships, but

informal relationships, can we bring some structure to how we do that?

Can we bring some insight into the consequences of how we do it?

A lot of it will look like the decision on what you do here at the registration.

The one suggestion I would offer here and we talk about this when we talk about

this exercise with our daytime students, is what about serendipity?

What about what would happen if you sat at the table with only one or

two seats filled so that you're rolling the dice,

essentially, on the next seven or eight people that come to sit at that table?

What would the consequence of that be?

It's riskier, it may not be comfortable, but

what do we know about the people that sit down after we sit at the table?

What do we know about the people who, when they see our name,

they decide to sit at that table?

It's risky, we don't know for sure, but we can be certain that on average,

those people chose to sit there for a reason, they wanted to sit next to us.

It's interesting that when we're making these calculations, we sometimes don't

realize other people are making the calculations about us, and it might be in

our best interest to actually expose ourself to that serendipity.

To expose ourself to the possibility that someone else is going to sit down and

offer us something, entertainment,

or information, that we wouldn't have had otherwise.

That's an idea that we'll continue to play with over the course of the day, but

wanted to get it out there because it's not something that folks often think about

when they make these kinds of decisions.

With that start, let's dive in to social networks.

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