This case focuses on the changing workplace where power and politics are used to influence rather than pressure, to get results. Employees are not simply told or ordered what to do, but persuaded in more subtle ways. IBM has adopted a new paradigm to how they manage task assignments with influence and negotiation rather than decision-making from above. Research supports findings that persuasion delivered with the right amount of authority, combined with observation of others who have already accepted the request, delivers best results.
1. Are the precepts of the IBM training program consistent with the concepts in this chapter? Why or why not?
2. Again, based on the chapter, are there other keys to persuasion and influence that might be added to the IBM program?
3. If you had a manager who wanted you to do something against your initial inclination, which of IBM’s elements would work best on you? Why?
4. Drawing from Chapter 3, do you think generational values explain the changing nature of the employer employee relationship?