Influence without Authority, second edition offers a time-tested "influence model" for attaining cooperation from those who command the resources, information, or potential support you need. The book breaks down the process of negotiating exchanges, with a focus on thinking in terms of the interests of colleagues and learning to deal in the "currencies" they value. Other topics covered include: how to "manage" your boss so that both of you reach maximum effectiveness; when and how to claim responsibility; how to attract challenging projects, and how to cultivate positive work conditions.

About the Author

Allan R.Cohen is distinguished Professor of Global Leadership at Babson College, where he specializes in organizational change, leadership, negotiations, and experience-based education. He has consulted on organizational change and leadership at a wide variety of organizations, including GE, Polaroid, IBM, and Pfizer, and holds M.B.A. and D.B.A. degrees from Harvard Business School. David L. Bradford is Senior Lecturer on Organizational Behavior at Stanford Graduate School of Business and Director of Stanford's Executive Program in Leadership. He has consulted for a wide array of companies, including Frito-Lay, Levi Strauss & Co., NetLedger, AutoDesk and the Whitney Museum of American Art.

Table of Contents:
Part I: Introduction · Why Influence: What You Will Get from This Book Part II: The Influence Model · The Influence Model: Trading What They Want for What You’ve Got (Using Reciprocity and Exchange) · Goods and Services: The Currencies of Exchange · How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them) · You Have More to Offer Than You Think if You Know Your Goals, Priorities, and Resources (The Dirty Little Secret about Power) · Building Effective Relationships: The Art of Finding and Developing Your Allies · Strategies for Making Mutually Profitable Trades Part III: Practical Applications of Influence · Influencing Your Boss · Influencing Difficult Subordinates · Working Cross Functionally: Leading and Influencing a Team, Task Force, or Committee · Influencing Organizational Groups, Departments, and Divisions · Influencing Colleagues · Initiating or Leading Major Change · Indirect Influence · Understanding and Overcoming Organizational Politics · Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey Appendix A: Extended Case Examples Available on the Web Appendix B: Additional Resources Notes Index