From Publishers Weekly
This guide by management consultant Cohen and Stanford University
Graduate School of Business professor Bradford skillfully
demonstrates, with numerous examples, how managers and other
employees can achieve their career objectives--as well as those of
their companies--by forming mutually advantageous alliances. Urging
patient planning of strategies, the authors offer advice on coping
with turf rivalries, handling delicate inter-level relations and
tips on how to by
內容簡介：
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.
關於作者：
ALLAN R. COHEN is Edward A. Madden Distinguished Professor of
Global Leadership and Director of Corporate Entrepreneurship at
Babson College, where he specializes in leadership and transforming
organizations. He holds MBA and DBA degrees from Harvard Business
School and has consulted for such organizations as GE, Polaroid,
IBM, and Toshiba.
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 such
organizations as Frito-Lay, Levi Strauss Co., and the Whitney
Museum of American Art.
Cohen and Bradford are also the authors of Managing for
Excellence and Power Up, both from Wiley.
目錄：
Part I: Introduction
Chapter 1: Why Influence: What You Will Get from This
Book
Part II: The Influence Model
Chapter 2: The Influence Model: Trading What They Want for
What You''ve Got Using Reciprocity and Exchange
Chapter 3: Goods and Services: The Currencies of
Exchange
Chapter 4: How to Know What They Want: Understanding Their
Worlds and the Forces Acting on Them
Chapter 5: You Have More to Offer Than You Think if You Know
Your Goals, Priorities, and Resources The Dirty Little Secret
about Power
Chapter 6: Building Effective Relationships: The Art of
Finding and Developing Your Allies
Chapter 7: Strategies for Making Mutually Profitable
Trades
Part III: Practical Applications of Influence
Chapter 8: Influencing Your Boss
Chapter 9: Influencing Difficult Subordinates
Chapter 10: Working Cross Functionally: Leading and
Influencing a Team, Task Force, or Committee
Chapter 11: Influencing Organizational Groups, Departments,
and Divisions
Chapter 12: Influencing Colleagues
Chapter 13: Initiating or Leading Major Change
Chapter 14: Indirect Influence
Chapter 15: Understanding and Overcoming Organizational
Politics
Chapter 16: 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.
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