8. “Many forms of decision-
making, especially those that
involve a high level of risk and
uncertainty, involve biases and
emotions that act at an implicit
level.”
THE ROLE OF EMOTION IN DECISION
MAKING: A COGNITIVE NEUROSCIENCE
PERSPECTIVE
10. INFLUENCING STRATEGIES Coercion / threatening
Real-world
Authority
events
Assertion
Avoiding
Practical & social techniques Scarcity
Incentives Resources /
Taking initiative rewards
Social proof
Alliance building
Consistency Research
Reciprocity
Persuading
Rational techniques
Logic
Reason
Consulting
Modeling
Consensus
Manipulating Representation
Courting favour
Asking for help
Emotional techniques Rapport / like ability Resistances
Commitment
Appealing to values
Charisma
Alignment / connection Resonance
SOURCE: TERRY BACON / CIALDINI / GARDNER / WECREATE
11. INFLUENCING POWER SOURCES
Attraction*
Knowledge* Expressiveness
Personal power
Intentionality+ Character+
Information
Network* History
Contextual power
Role Resources
Reputation*
SOURCE: TERRY BACON / WECREATE
15. “Do you want to be a positive
influence in the world? First, get
your own life in order. Ground
yourself in the single principle so
that your behaviour is wholesome
and effective. If you do that, you
will earn respect and be a
powerful influence.”
JOHN HEIDER, LEADERSHIP EXPERT
19. “It is easy to forget how
mysterious and mighty stories
are. They do their work in
silence, invisibility. They work
with all the internal materials
of the mind and self. They
become part of you while
changing you... they are
altering your world.”
BEN OKRI
23. 12% rise in
cancer rates
over 3 months
after taking X
24. “When you’re conversing with
coworkers, customers, or
investors, the richness and
meaning of your story is what
people really buy. Everybody
thinks it’s the return on
investment that you’re selling...but
it’s really the story about ROI that
an investor takes away.”
TOM DUREL FORMER CIO/SVP, BLUE CROSS
BLUE SHIELD, FORMER CEO, OCEANIA
27. “Human minds yield
helplessly to the suction of
story. No matter how hard we
concentrate, no matter how
deep we dig in our heels, we
just can’t resist the gravity of
alternate worlds.”
JONATHAN GOTTSCHALL
31. “A good story, well told,
makes you realise you were
yearning for something you
had no name for, something
you didn’t even know you
wanted.”
F.S. MICHAELS
39. “We have this thing over here,
in the left side, that we've
called the interpreter.... that
makes sense out of these
modules that are constantly
bombarding us with
information, with actual
behaviors, with felt states,
with everything. We've got to
tell a story about what's going
on.”
MICHAEL GAZZANIGA
45. “Leadership exists when
people are no longer victims of
circumstances but participate
in creating new circumstances.
Ultimately, leadership is about
creating new realities.”
PETER SENGE, MIT
60. “Knowledge is biased... [it] ebbs and flows
down hallways, in meetings and in private
conversations inside and outside offices...
Despite the perceived power of the formal
hierarchy, and organization’s real value is
at the mercy of its social networks.”
KAREN STEPHENSON
62. “Saying that networks are important is stating the
obvious. But harnessing the power of these seemingly
invisible groups to achieve organizational goals is an
elusive undertaking. Most efforts to promote
collaboration are haphazard and built on the implicit
philosophy that more connectivity is better. In truth,
networks create relational demands that sap people's
time and energy and can bog down entire organizations.
It's crucial for executives to learn how to promote
connectivity only where it benefits an organization or
individual and to decrease unnecessary connections.”
HARVARD BUSINESS REVIEW
64. 64
THE 7 NETWORKS
The Work Network Text
With whom do you exchange information as part of your daily work routine? The everyday contacts of routine operations
represent the habitual “resting pulse” of the organization.
The Social Network
With whom do you check in to find out what is going on? From whom do you get your political information?
This network is a strong indicator of trust.
The Innovation Network
With whom do you collaborate to kick around new ideas? In this network, people talk openly about ideas, perceptions, and
experiments without political concerns.
The Expert Knowledge Network
To whom do you turn for expertise or advice before making an important decision? From whom do you get your technical
information? Organizations have core networks possessed by key members who take solace in the legacy of the enterprise.
The Career Guidance or Strategic Network
Whom do you trust in this group to keep your best interests in mind? To whom do you go for advice about the future? This
network often directly influences corporate strategy, decisions about careers, and strategic moves.
The Learning Network
With whom do you work to improve existing processes or methods? Because most people are afraid of genuine
change, this network tends to lie dormant until the change awakens a renewed sense of trust.
The Decision-Making Network
To whom do you go in order to get decisions made expeditiously? Key people in this network know how to “work” the system,
use old processes for new purposes, and in general get things done. T
SOURCE: KAREN STEPHENSON / CROSS & PRUSAK
65. “Managers invariably use their personal contacts when
they need to, say, meet an impossible deadline or learn
the truth about a new boss. Increasingly, it's through
these informal networks--not just through traditional
organizational hierarchies--that information is found and
work gets done. But to many senior executives, informal
networks are unobservable and ungovernable--and,
therefore, not amenable to the tools of management. As
a result, executives tend to work around informal
networks or, worse, try to ignore them. When they do
acknowledge the networks' existence, executives fall
back on intuition--scarcely a dependable tool--to guide
them in nurturing this social capital. It doesn't have to
be that way. It is entirely possible to develop and
manage informal networks systematically.”
HARVARD BUSINESS REVIEW
66. Work Network 66
NETWORK MAPPING Social Network
Innovation Network
Knowledge Network
Strategic Network
Learning Network
Decision-Making Network
You
67. 67
THE 3 NODES
The Hubs
The Experts
The Connectors
SOURCE: KAREN STEPHENSON / WECREATE
68. 68
TARGET STATE
ACCOMPLICES ALLIES
FENCE SITTERS
AGREEMENT
ADVERSARIES OPPONENTS
TRUST
SOURCE: THE EMPOWERED MANAGER
83. HE
WAS ILL FOR A LONG TIME, IN CONSTANT
AGONY. HE DECIDED TO END IT ALL BUT
WAS THWARTED. HE EVENTUALLY
APPEALED TO THE EUROPEAN COURT OF
HUMAN RIGHTS TO BE ABLE TO CHOOSE
EUTHANASIA... THEN HE DIED
119. “What I think is that a good life is
one hero journey after another. Over
and over again, you are called to the
realm of adventure, you are called to
new horizons. Each time, there is the
same problem: do I dare? And then
if you do dare, the dangers are
there, and the help also, and the
fulfillment or the fiasco. There’s
always the possibility of fiasco.
But there’s also the possibility of
bliss.”
Joseph Campbell
120.
121. “Those who do not have
power over their story —
the power to retell it,
rethink it, deconstruct it,
joke about it, and change it
as times change -
truly are powerless, because
they cannot think new
thoughts.”
SALMAN RUSHDIE
124. STORY TYPES
For Meaning For Message
Documentary /
Reality TV Movie? Commercial Propaganda
News
Focused on Focused on
input outcome
Passive Aggressive
observation agenda
Interpretation Ideas Ideology
125. AUDIENCES
Power
Expertise
Values
Mindset
Fear